media training module
DESCRIPTION
This is s stripped down version of a media training for the new spokespersons. I have done this to a leading MNC bank in India and it was well received by them. I have removed many animations and videos from it to make it lightTRANSCRIPT
The jaws of power are always open to devour.
- John Adams
The Voice of Authority
How to win journalists and influence readers
The Five Steps
* Media *News *Journalists *Message *Spokesperson
The Media
All media exist to invest our lives with artificial perceptions and arbitrary values
- Marshall McLuhan
Medium All India Urban Rural
Estimated Individuals (mn)
852 268 584
(%) (%) (%)
Press 38 56 38
TV 56 81 44
Satellite 36 65 23
Radio 21 24 20
Cinema 10 16 6
Internet 2 5 0
All Media 68 88 59
Media Reach (All India)
• Print– National dailies
General Interest & Business– Regional dailies
English & local language– Magazines
General, Business & Trade /Niche• Electronic
– Broadcast General and Business
– Radio AIR and FM Channels
– Internet
• More than 40,000 print publications• 87 languages• 750+ TV Channels• 170 Radio Stations
The News
To withhold the News is to play God
- Anonymous
RelevanceUsefulness
Interest
ImpactConflictNovelty
ProminenceProximityTimeliness
Time from origination
News Cycle is expanding
Amou
nt o
f cov
erag
e
Breaking
News
News quick
ly gets pick
ed up
from prim
ary source
s
Mainstream Coverage
News slowly loses its timeliness
and becomes a part of more
thoughtful discourse
Niche and opinion driven discussion
First month Sixth month
Source File
Basic News
Big News
Local/Internal
Trade/Niche
National
The Journalist
Ideal:
SkepticCuriousBalancedViewsSees a big picture
Not so ideal:
One ideaBiasedSponge – just absorbs and throws
What she wants:
StoryByline
The Message
Sender Message Receiver
Sender Message Receiver
Old Communication Model
New Communication Model
Monologue
Dialogue
Preferred Message:
ClearConciseCompleteConsistentCurrent
Most important – “For Consumer”
Developing Preferred Message:
What do you want to communicate?What is your end objective?How can you substantiate?Follow 5C Rule
What Marketing Suggested
What Marketing Suggested
What Management Approved
What Management Approved
As designed by EngineersAs designed by Engineers
What was manufacturedWhat was manufactured As maintenance installed it
As maintenance installed it
What the customer wanted
What the customer wanted
The Spokesperson
You!
Information is not communicationInformation is not a messageInformation is not a connectionInformation does not translate to executionInformation does not drive sales or profits
The difference between information and communication is the difference between X-ray and surgery.
Communication is complete only when it’s processed and understood by the receiver
We use filters…
Our worldview teaches us to “wait for the air to clear”
This is how we respond…
Hear the situation and/or factsWait for the spinDownload the intentionsDecode the spin
How do we survive?
By becoming a voice of authority…
Are there any rules?
Only one…
Be Credible
Five things contribute or detract from people’s belief in you:
The LookThe LanguageThe Likeability FactorCharacterCompetence
The Look
Dress to feel confident Remove barriers between you and the audience Look successful at what you do
The Language
Word choiceSentence structure (simple or convoluted) The ability to express The ability to respond to challenging questions with poise, tact and authority
Few more things to keep in mind for looks & language…
Decide: Workshop floor or Corporate OfficeTurn Off the Hard SellBe Authentic – with Praise, Questions and Greetings
The Likeability Factor
Show Your Humanity – Be VulnerableBe Courteous – Small gestures and words go a long wayShare a Sense of HumorShow Humility
The Journalist is neither a friend nor a foe
How to lead and share your story?
Be a genuine listener Understand the question and mould it for your benefitValue addIf you don’t know something, accept it and offer to find out if important/necessaryNothing is off the recordFollow corporate guidelines
Who will you encounter?
The Journalist
• The Gunner: Fires questions in rapid succession– Listen carefully, then choose the question that allows you to share a
key message
• The Hypothetical Questioner: What if…?– Never speculate
• The Paraphraser: Provides a summary that doesn’t reflect your point of view– Correct the questioner; don’t let him/her put words in your mouth
The Journalist
• The Interrupter: Keeps interrupting you– Don’t let interruptions throw you off point– Politely ask for opportunity to finish your point
• The Joker: Best of friends – then “boom”– Prepare and stay on message
• The Psychiatrist: “You mean to say that…”– Politely correct premise if incorrect
• The Pregnant Pause: Wants you to fill the silence– Smile and wait
Answering difficult questionsInterview under pressure
Techniques
• Position as an effort to help the reporter:– “I have a basic level of knowledge on that, but there are others
in our organization who are experts. Can I put you in touch with them?”
– “We’ve got lots of data on this, but I don’t want to inundate you. Can you give me an idea who else you’re talking with?”
• Put issue into context– Not: “300 people have been laid off”– Use: “We reduced our staff by 2% through attrition and early
retirement packages. As for the rest of them, we’re doing our best to assist them in finding positions at other companies.”
Answering Negative Questions
• Provide a positive answer to a negative question– Q: “Do SCOPE employees work in an unsafe environment?”– A: “We have always ensured a high level of safety across our
facilities. In fact, we have been recognized for our safety record by…”
– Q: “I notice that SCOPE’s revenue growth has slowed considerably in recent months.”
– A: “We are optimistic that our corporate strategy and IT investments have strengthened our position. Our global reliability of supply is a distinct competitive advantage. We believe we are well-positioned for the future.”
When under pressure
• Keep your final audience in focus (readers or viewers)• Select messages carefully• Control the story, even when it’s negative• Be open, and strategic• During crises, it’s best to have one spokesperson to prevent
inconsistencies
The Golden Rules
• Don’t repeat a reporter’s negative statement – They’re fishing for a quote -- answer with a positive statement
• Don’t guess or say “no comment”. If you can’t or don’t want to discuss something say:– “I don’t know,” or “I’m sorry; I can’t go into that” (evasive
answers !)
• Don’t answer hypothetical questions – Acknowledge it’s a hypothetical question and bridge to a key
message
• Avoid “yes” and “no” answers – seize opportunities to tell the story
The Golden Rules
• Don’t allow reporters to put words in your mouth• Avoid jargon• Avoid long, complex answers• Avoid speculating• Avoid providing too much unsolicited information
Remember . . .
• Reporters love to take you off the message• Learning certain skills will boost your confidence and control• It’s never personal• You are always speaking for SCOPE – consider the impact on the
company, your employees and customers
Media Relations Do’s and Don’ts
DO DON’T
DO offer to send additional information after the interview or refer the reporter to another spokesperson if you don’t know the answer to a question
DON’T say “no comment” or make up an answer if you don’t know how to answer a question
DO organize your thoughts DON’T fill in silent pauses
DO anticipate questions and issues DON’T speculate
DO offer information you want the public to know and tie back to the key messages
DON’T say anything “off the record” – there’s no such thing
DO be cooperative DON’T give unnecessary information that may be detrimental
DO listen to questions carefully before answering
DON’T interrupt
DO be prepared and practice answers
DO use partners and third-party recognition for credibility
Media Relations Do’s and Don’ts
DO DON’T DO answer questions simply and directly, support answers with examples
DON’T give long answers or use industry jargon
DO incorporate key messages as much as possible
DON’T just answer the question, bridge to key messages
DO speak clearly, succinctly DON’T use initials for organizations unless you spell it out
DO correct inaccuracies or false statements
DON’T overcompensate with exaggerated claims
DO be yourself – act friendly, natural and confident. Smile and relax
DON’T use nervous mannerisms
DO respond in terms of solutions to a problem if asked about a problem or challenge
DON’T use hypothetical situations or answer hypothetical questions
DO answer questions in a positive manner; answer a negative question with a positive response
DON’T use negative words that can become the headline
Thank you
It was a Hansa Public Relations’ effort
For feedback and further queries, please feel free to write to us at [email protected] or