HomeMy WebLinkAboutEffective Media Communication SkillsTHE AMMERMAN
EXPERIENCE .
Effective Media
Communications Skills
--
Houston Corporate Office
4800 Sugar Grove Blvd., Suite 400 Stafford, Texas 77477
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am mermanexperience. com
EFFECTIVE MEDIA COMMUNICATIONS
Congratulations! Today you will join the ranks of those who have survived
The Ammerman Experience.
It is not our intention to embarrass you, to make you feel uncomfortable, or
to create in you a fear of the news media. Our goal is to show you that with
a little preparation and practice, you can communicate your messages, and
emerge from any media interview with your reputation and credibility intact.
This booklet summarizes the essentials of effective media communications.
Keep it handy and review it before your next media encounter.
Table of Contents
I. Media Communications Basics
• The 4 C's 2
• Some absolutes when dealing with the media 2
• Other points to keep in mind 3
• Bridging language 4
• Media traps to avoid 4
II. Establishing Trust and Credibility
• What makes a source credible 7
• The spoken message 8
• How to improve your visual impression 9
• How to improve your vocal impression 11
• How to improve your verbal impression 11
III. Remote Interviews 11
IV. Radio Interviews 13
v. Crisis Communications Basics
• Five stages of a crisis 15
• Press briefings and news conferences 16
• Crisis communications center 17
• After an emergency 18
• FAQs 18
VI. Social Media 20
VII. Ammerman Workshop Summaries 21
VIII. Note Pages 25
MEDIA COMMUNICATIONS BASICS
What It Takes to Succeed with the News Media
Control: In a word, a successful media interview is about control. It's
about making happen what you want to happen, rather than hoping it will
happen by itself. Put another way, success with the media means there
ought to be more than one agenda -the reporter's and yours.
Confidence: When interacting with a reporter, it's important to be
comfortable or confident. If you are afraid, reluctant or nervous, you
probably won't be at your best.
Connection: Connecting with or establishing a link between you and the
reporter (and the viewing or listening audience) must be a primary goal.
Credibility: You must make me believe that you believe before I can
believe what you believe.
Some Absolutes when Dealing with the Media
Have a reason for being there: Ask yourself what your reason is for being
interviewed. In addition to answering that question, ask yourself what
reason the interviewer has for interviewing you. Do not agree to be
interviewed until you know why the interviewer wants to talk to you .
Be prepared: The reporter will have done plenty of homework. You too
need to be prepared. If you approach an interview unprepared, it is unlikely
that you will achieve your communications objective (i.e., deliver your
message). Perception is everything . Attach a high priority to preparation.
You cannot win a fight with the media: Never lose your temper with a
reporter. You may feel some temporary satisfaction in letting off steam, but
the reporter is the one who writes or broadcasts the story.
Don't bluff or lie: Always tell the truth. If you don't know the answer to a
question, say so.
2
Strategic Preparation
Who is my audience and what matters to them?
What is my goal in delivering this message?
What messages will have impact?
How much time do I have?
Other Points to Keep in Mind
Interruptions: It is not uncommon for an interviewer to anticipate your
answer and interrupt before you have completed your thought. This will
prevent you from ever making a complete point. Don't allow this to happen.
You have the right to finish answering the previous question before
addressing another one. If this happens, continue talking or simply ask the
reporter to allow you to finish the answer.
Listen -Think -Respond: A successful interview requires concentration.
Concentrate on each question. Listen to the entire question. Think of its
implications. Respond after consideration.
Have an agenda: Plan to use the interview wisely. Jot down 3-5 points you
want to make during the interview. This will be your agenda. Make certain
those points get addressed before the interview is over. How? Read on.
Q = A + 1: Use the technique of bridging to stay on your agenda. Bridging
enables you to move to the key points you want to make. In his book, You
Are the Message, Roger Ailes gives the equation, Q = A + 1, in which Q
represents the reporter's question, A represents your answer to the
question, and + 1 represents the bridge to your point or agenda. For
example:
Q: Oo you expect any lawsuits as a result of the shooting that
occurred today at your facility?
A: I have no way of knowing ...
+ 1: What I do know is that we are very concerned about the
employee who was injured, and we are cooperating fully with the
authorities who are investigating the matter.
3
Bridging Language
Use the following statements ( +) as a means to get to your agenda (1):
• Here's another way to say it.
• What's more important is ...
• What concerns me even more ...
• The most important thing ...
• That's one view; mine is .
• Let me reemphasize ...
• One final point ...
• What's important for people to know ...
• For example ...
• Here's an even tougher question ...
• From my perspective ...
• Let's talk about something I'm even more familiar with ...
Before every interview, ask yourself these questions -
• Who is my audience and what matters to these people?
• What is my goal in doing this interview?
• What is my message?
• How much time do I have?
Once you have answered these questions, you will have clarity on your
purpose and your message for this interview.
Media Traps to Avoid
Every media interview entails a degree of risk. Here are the most common
(and damaging) traps encountered by those who talk to reporters:
Personal opinions: It is tempting to respond when asked your opinion
about an issue or event. However, remember that you represent your
organization. You cannot publicly separate yourself from your organization.
You are not being interviewed because of your private views. When you offer
an opinion that differs from that of your organization, you appear to
contradict yourself. Avoid offering a personal opinion.
Speculation: Engaging in hypothetical or speculative banter with an
interviewer is dangerous. Hypothetical questions often begin with "What if. .. "
and are followed by a layered set of circumstances that are all fiction. Don't
play the game. You cannot win. Limit your responses to what is known.
4
Third-party discussions: In this trap, the reporter attempts to get you to
discuss an organization other than your own -a competitor, a former
employer, etc. When you engage in third-party discussions, you waste an
opportunity to present a positive image of your own organization. Also, you
risk saying something that is slanderous or libelous. Either prospect is
disastrous. Avoid third-party discussions. Bridge back to the items on your
agenda to re-establish control.
Blind source: A blind source is a memo, article, report or comment from
some individual (usually unnamed) with whom you are unfamiliar. The
reporter tries to get you to respond to the information. Treat all blind
sources as you would third-party discussions. Don't discuss them. If the
reporter refers to a memo or piece of paper, ask to see it. But respond only
after you've had ample opportunity to review it.
No comment: The phrase "no comment" implies that you are evading the
issue, hiding something that would be damaging, or that you are guilty of
some wrongdoing. There are many ways to say you can't discuss the issue
without implying that you are about to take the Fifth Amendment as your
protective cloak. Never say "no comment." Instead, give sound reasons why
you will not or cannot answer a question (e.g., proprietary information, lack
of authority, current or pending litigation, etc.).
Off-the-record: Don't share information in confidence with a reporter.
Assume everything you say in the presence of a reporter will be used.
Negatives: The nature of news is negative: what went wrong? Who's at
fault? As a result, reporters frequently use negative words in their
questioning. Be alert to these negative words and don't repeat them. Also,
don't inject them yourself. (Remember Richard Nixon's classic self-inflicted
wound? "The American public needs to know whether their president is a
crook. Well, I am not a crook."
Filling the silence: Avoid the temptation to keep talking once you've
finished your statement. Sometimes reporters will remain silent just to see if
you will continue talking. Silence is uncomfortable, and the reporter is
hoping that you will fill that silence. In such a situation, say this: "Do you
have any other questions?" Or use the silence to share or repeat one of
your key points.
Losing composure: Don't respond emotionally by getting angry, crying or
touching a reporter or his or her equipment.
Errors: If the reporter says something that is incorrect, don't be afraid to
correct it. If the error is insignificant, you can ignore it.
5
Guarantees: If a reporter asks if you can guarantee something, avoid
saying "No, I can't guarantee that" or similar responses. Instead, say
something such as: "What I can guarantee is ... ", then add a statement you
are comfortable with.
ESTABLISHING TRUST AND CREDIBILITY
The overriding goal of any communication is to establish trust and
credibility. If your audience does not see you as a credible source of
information, you won't get your message across or be able to address their
concerns. Credibility or trust is overwhelmingly determined in a specific part
of the brain -the non-rational part.
The human brain comprises several parts:
Non-Rational Brain
• Brain stem and limbic system
• Non-reasoning part
• Seat of human emotion
Rational Brain
• Cerebral cortex (surrounds
non-rational brain)
• Seat of conscious thought,
memory, language, creativity,
decision making
When most people communicate, they aim their message at the rational part
of the brain. They rely on logic and common sense to get a person to take a
certain action -to believe or buy something, for example. However,
although our goal must be to reach this part of the brain, our message must
first pass through the non-rational part.
In the spoken medium, if you want to get your message across, you must
reach and connect with the non-rational part of the brain. You have to
convince this part of the listener's brain you are trustworthy, believable,
credible, even likeable.
6
What Makes a Source Credible?
Source: Mccallum, Covello, Santos
Empathy/caring account for half of a person's credibility and are assessed in
the first 30 seconds.
Other components (competence/expertise, honesty/openness,
commitment/dedication) account for 15-20°/o each. Technical training seems
to drive out empathy/caring.
Women are automatically perceived as having a high degree of
empathy/caring, but they need to work on projecting expertise. (For
example, cite more facts/figures, testimonials, etc.).
Men are automatically perceived as having a high degree of
competence/expertise, but male communication patterns generally don't
exhibit empathy/caring.
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7
THE AMMERMAN
EXPERIENCE ® WHEN THE MESSAGE MATIERS
Welcome!
Talking to a reporter can be a daunting task -especially if you lack confidence and competence in dealing
with the news media. Today, you will learn the skills needed to interact successfully with reporters in a
variety of situations.
This will be a busy day. We will cover a great deal of information in a short amount of time. Some of you
will appear on camera throughout the day.
During the session, we ask that you dedicate yourself to absorbing everything you can about media and
crisis communications. Your full-time attention is critical in order for you to develop your skills. So we
ask your cooperation in preventing interruptions from phone calls, texts and emails. You will be able to
handle urgent matters during lunch and several other breaks.
During the session:
•Keep an open mind. You will encounter some new ideas in this workshop.
• Look for ways to use what you learn -not just with the news media, but also in other situations.
• Have fun and enjoy yourself.
8:3 0 -8:45
8:45 -9:45
9:45 -10:00
I 0:00 -I 0:30
10:30 -11 :00
11 :00 -11 :15
I I: 15 -I I :45
I I :45 -12: 15
12 :15 -12:45
12:45 -I :30
I :30-I :40
1:40 -2:15
2:15 -2:45
' 2:45 -3: 15
3:15 -3:45
3:45-4:15
4:15-4:30
•Opening remarks
• Session goals
Session Agenda
Essential skills for a successful encounter with the news media
Break
• The most common and damaging mistakes made during media interviews
• Interview critiques
Advanced messaging techniques
Break
Video examples
Establishing trust and credibility: the primary goal of all effective communication
Lunch
Crisis communications: handling difficult situations or issues with the news media
Break
Form I 0 teams. Each team will analyze its assigned scenario, develop a media strategy,
select a spokesperson and prepare that individual for an interview or press briefing.
• First 5 interviews/press briefings
•Additional prep time
• Break time (as needed)
Critique first 5 interviews/press briefings
• Second 5 interviews/press briefings
•Additional prep time
• Break time (as needed)
Critique second 5 interviews/press briefings
Wrap-up, including handouts and session evaluation
Tbe 1'\mn1errnan Exoerience 800.866.2026 www.ArnmerrnanExperience.com
'~ THEAMMERMAN i '~ EXPERIENCE •
KENNETH HASELEY
WHEN THE MESSAGE MATIERS
Ken is a senior counselor with The Ammerman Experience. He joined the firm in 1998, and has forty years of communications
experience in several Fortune 200 corporations, training and education.
Ken works with clients one-on-one, as well as in both small and large groups -primarily on their media, crisis communication,
presentation and financial communication skills. His investor relations experience includes analyst presentations, IPO road shows,
quarterly earnings conference calls, and shareholder meetings.
A graduate of Kent State University (Ohio), Ken has an undergraduate degree in communications and government. Additionally, he
holds an MBA from the University of Dallas. He began his career teaching journalism. His corporate affiliations include Diamond
Shamrock, Occidental Petroleum and Tenneco, where he served as a public affairs manager and communications director. Having
worked in the chemical industry for nearly twenty years, Ken has helped manage several high-profile, multi-year issues and crises,
including Agent Orange, Love Canal and worldwide opposition to chlorine and vinyl products. During 1982, he was on loan to the
Reagan Administration in Washington, DC.
For more than a decade, he has taught at Ivanovo State University in Russia as a visiting professor. He has lectured at MIT's Sloan
School of Management, and regularly teaches in the Executive MBA program at the University of Houston.
Ken is a published writer whose articles and speeches have appeared in local and national publications, including Fortune, Vital
Speeches of the Day, Presentations magazine and IR Update (National Investor Relations Institute). He has also contributed to the
Houston Business Journal and PR Week.
Ken manages The Ammerman Experience Midwest regional office in Ohio.
JAMIE ROARK
Jamie Roark, known to Houston-area television audiences as "Jamie O'Roark," has 14 years of experience in broadcast journalism.
During her award-winning tenure at Channel 13, the ABC network-owned station in Houston, she interviewed global figures such as
Prince Charles, Presidents Gerald Ford and George H.W. Bush, as well as a succession of Houston mayors.
Her journalistic experience gained in TV and radio newsrooms from Texas to Louisiana saw her reporting on every kind of story from
disasters to politics to crime and the courtroom.
After leaving ABC, Jamie revealed her entrepreneurial side. Wearing one hat, she created and produced entertainment news projects
for "Personalities," FOX's national nightly show originating in Hollywood . Sporting another hat, she led effective visual marketing and
public information projects for corporate clients in energy, IT and healthcare.
Her career experience expanded once again when she was recruited by Memorial Hermann Healthcare to lead public relations for one
of Texas' largest healthcare systems. As primary media liaison, she directed crisis communications through two hurricanes and
helped the organization handle a variety of sensitive issues.
Currently, through her firm Simply Communicate, she continues to provide public and media relations consulting, brand
messaging/awareness, marketing communications and writing expertise for a wide variety of clients.
Jamie has been affiliated with The Ammerman Experience since 1995-interviewing, teaching and counseling clients in strategic
message development.
A native Texan from the Rio Grande Valley, she holds a bachelor's degree from Ouachita Baptist University. She is a member of the
Public Relations Society of America and the International Association of Business Communicators as well as being a former board
member for the American Marketing Association.
The Ammerman Experience 800.866.2026 www.AmmermanExperience.com
'~THE AMMERMAN i '"':,. EXPERIENCE ®
City of College Station
Media & Crisis Communications
February 28, 2016
Scenario #1
WHEN THE MESSAGE MATIERS
Scenarios
This afternoon, at Adamson Lagoon, a ladder connected to one of the water slides broke injuring several
children. None of the injuries is life threatening, but several news media happened to be at the pool
covering a practice race for athletes who plan to participate in the Special Olympics. The media quickly
spotted another story to cover. Three children were injured in total. One has a broken arm; the other two
have minor cuts and bruises. An exact cause for the ladder disconnecting has not yet been determined, but
one teenager at the pool told reporters that he mentioned the loose ladder to a lifeguard the previous day.
You have been asked to speak to a reporter on scene.
Scenario #2
Clay Falls, a reporter from Channel 3 has contacted the City of College· Station to let you know that he
will be airing a story tonight at I OPM in which he claims to have hidden camera video of a College
Station code enforcement officer, Todd Beckman, accepting a bribe from a project manager with Pulte
Homes. Pulte has several developments going up in College Station, and allegedly bribed Mr. Beckman
to help expedite some of its permits. Mr. Beckman has worked for the city for 8 years and has never been
the subject of a complaint or been accused of any wrongdoing. You have been asked to speak to a reporter
from Channel 3 -a colleague of Mr. Falls.
Scenario #3
Last night, a College Station police officer stopped a vehicle which was being driven erratically on
Wellborn Road. The driver was Ken Ketter, an assistant city manager for the City of College Station. He
had a blood-alcohol level of 0.199% when he was charged with driving while intoxicated. The news
media -both print and broadcast -are quite interested in talking to someone in city government. You
have been designated as the person to speak to the media on this issue.
Scenario #4
Yesterday afternoon, the City of College Station received notice from the National Safety Council that the
city has been named one of the top ten safest cities in the nation. This award is a result of several things,
including, but not limited to, a low workplace accident rate, a low crime rate, few traffic accidents and
innovative safety education programs. As a result of the announcement, the city put out a press release
this morning. Several local media outlets have requested an interview to discuss the award. You have
been asked to conduct this interview.
Scenario #5
Early this morning, the College Station Police Department in conjunction with the DEA arrested several
people involved in a meth lab. Arnold Seever, a College Station city council member, was charged with
two counts of possessing and assembling chemicals, and one count of permitting drug abuse. He is in the
fifth year of his second term on city council. Seever is out on $100,000 bond. A local reporter has arrived
in search of a response from someone in city government. You are to provide that response.
The Ammerman Experience 800.866.2026 www.AmmerrnanExperience.com
Scenario #6
This morning it was discovered that a sewage line running along Carter Lake has been leaking pollutants
into the lake. It is not known how long the line has been leaking, but an inspection of the line 3 weeks ago
showed no problems. As a result of the leak, several fish and turtles have been washing up dead. Because
of that, local media have shown up at the lake and shot video of some I 00 dead fish and turtles. The leak
was repaired by late afternoon. It is not yet know what caused the line to rupture, but an independent
investigation is currently underway. In the meantime, about 15 environmental protesters are picketing
outside the city's offices. You have been asked to speak with the media about the situation.
Scenario #7
In this morning's Bryan-College Station Eagle, Mary Johnson, a 28-year-old College Station firefighter
claimed in a front-page story that she was fired from the College Station Fire Dept. because she would not
sleep with her supervisor, Captain Brad McCutchen. Ms. Johnson claimed that she lost her job last month
for turning down her supervisor's advances. McCutchen says Johnson was terminated for performance -
continued absences and tardiness. As a result of the story, the fire chief has placed McCutchen on paid
leave. The broadcast media have picked up on the story and a reporter from KRHD has arrived in search
of a comment. You have been asked to respond.
Scenario #8
After a nearly 6-month evaluation process, New Age Energy, a petroleum engineering company has
announced that it is moving its headquarters from New Orleans to College Station, Texas. The company
has cited the following reasons for the move: I) To be closer to an educational institution such as Texas
A&M, where it has access to young talent, 2) To take advantage of the pro-business climate of Texas, and
3) To be closer to a larger number of energy companies headquartered near Houston. The relocation will
bring approximately 1,500 jobs to College Station. The city issued a press release this morning and you
have been asked to respond to media inquiries related to this development.
~
In response to current economic conditions, the City of College Station is being forced to cut some $3
million from its operating budget. The city has determined that most of the $3 million in savings will
come from~ .2! ~ in road maintenance, including road re-surfacing and widening. The decision
was announced at y~day's city council meeting, and many of the residents and others in attendance
were unhappy with the decision. They vowed to fight it. The news media sees this as a case of David vs.
Goliath. You have been asked to speak for "Goliath."
Scenario #10
Yesterday, while stopped at a busy intersection, a College Station animal control worker had a "stray"
dog he had recently picked up escape from his truck. After being hit by a passing motorist, the dog died.
The owner of the dog, Mrs. Sheila Warner, a long-time, prominent and wealthy College Station resident,
contacted the local media, claiming the dog should never have been impounded, as it was on her property.
The dog was a 9-year-old German Shepherd named Fritz, who competed nationally in several dog shows.
The animal control worker, Scott House, claims the dog was "running wild" on the streets of Mrs.
Warner's neighborhood and did not have a collar on. He does admit to improperly locking the door on the
truck -which enabled Fritz to escape. You have been asked to conduct a media interview on behalf of the
city
The Spoken Message
A spoken message is made up of three components:
• Verbal (the words you use to express your ideas)
• Vocal (how you sound)
• Visual (what people see)
Components of a Speaker's Believability
Source: Albert Meharabian , UCLA
Visual and vocal components account for 93°10 of believability, the verbal a
mere 7°10 .
Note: the verbal component refers to the words you use to express your
ideas, not the ideas themselves. Poor ideas, delivered in a visually and
vocally appealing manner, do not necessarily generate believability .
• V\O~~~~
8
Pitfalls That Undermine Credibility
Jargon
Attacks
Negative allegation
Negative words or phrases
Technical details/debates
Money
Guarantees
Blame
Temper
Abstractions
Speculation
Organizational identity
How to Improve Your Visual Impression
Research shows that we start to make up our minds about others during the
first seven seconds of meeting them. Even before we say our first words,
people are drawing conclusions about us.
Impressions made in the first two seconds are so vivid it takes another four
minutes to add 50°/o more impression -negative or positive -to that
communication. The first two seconds are almost entirely visual -how we
look.
Eye Contact: a critical skill. It has the greatest impact on one-on-one or
group communication. Avoiding eye contact makes us seem uninterested
and distant.
Talk to one person at a time. Literally, look directly into the eyes of one
listener at a time, just as you normally do in one-on-one conversation.
Contact eyes, not faces or tops of heads.
More than 90°/o of business and social situations call for "involvement." You
achieve it through 5-10 seconds of eye contact. When we're excited,
enthusiastic and confident, we usually look at someone for 5-10 seconds
before looking away.
Avoid eye dart (1 -2 seconds). This occurs when we're under pressure or lack
confidence, so we avoid eye contact (i.e., the reporter).
Avoid prolonged eye contact (>10 seconds). This may be interpreted as
intimacy or intimidation. It's very uncomfortable in business and normal
social situations.
9
Dress/ Appearance: make it appropriate to the situation. Especially when
you address strangers -people who have no idea what you're really like -
remember, "No matter what you say, your clothes say more."
Personal accessories, including jewelry and wristwatches, if they dominate
your visual presentation, can be distracting to your listeners. When in doubt
about the effect of your accessories on your audience, don't wear them.
Tinted prescription glasses make it difficult for listeners to get good eye
contact from you.
Posture/Movement: Stand/sit up straight. Correct posture will not only
make a more favorable impression on your audience, it will make it easier
for you to breathe properly, which in turn will make it easier to get your
words out naturally.
Avoid excessive movement (e.g., shifting, pacing).
Gestures: use your hands to make natural gestures, just as you do in
normal conversation.
When you're not using your hands to make relevant gestures, keep them by
your side or on the lectern.
Avoid the fig leaf position with hands clasped in front of you. It looks
defensive and gives the impression that you lack confidence and certainty.
You may choose to put your hands in your pockets occasionally; however,
don't keep them there for long, because your ability to gesture naturally will
be restricted. (And be sure to avoid rattling coins or other items your hands
might find to play with.)
One gesture to avoid is pointing your finger directly at a reporter. This
gesture is intimidating, and to some people quite threatening. It makes no
difference what you intended; the effect of this particular gesture is always
negative.
10
How to Improve Your Vocal Impression
Increase your energy level (most people need to increase it 50°/o).
Remember, communication is selling ... and successful selling is the transfer
of energy and enthusiasm from speaker to listener.
Speak up. Talk a little louder than you think you have to. Most people speak
far too softly and the result is often mumbling. (Speaking up also helps you
feel less nervous.)
Don't speak in a monotone. Add inflection (emphasis) to key words.
Non-words (e.g., "uh," "um," etc.) drain energy out of communication.
These non-words generally creep into your presentation when you lack
certainty about what to say. If possible, rehearse your responses.
How to Improve Your Verbal Impression
Avoid jargon; define all technical terms and acronyms.
Don't talk only in abstractions. Use examples, stories, analogies, etc.
Don't bluff. If you don't know the answer to a question, say so. ("I don't
know" is an excellent answer.)
REMOTE INTERVIEWS
Remote interviews, where the interviewer is in one location and the
interviewee is elsewhere, pose some unique challenges. Here are the top
four challenges, and how to deal with them:
An unnatural situation: Doing a remote interview may involve going to a
TV studio or some other location. If it's the former, there may just be you
and the camera operator in there. Most importantly, the person interviewing
you isn't there, so there's no human being to relate to -no face-to-face
interaction. All of this is likely to keep you from relaxing or warming up -a
difficult thing to do even when the reporter is there. But in the absence of
someone to play off of, it's really tough.
Suggestions:
• Take a colleague with you in order to "warm up" or humanize the
environment.
• If appropriate and possible, consider doing the interview from your
office or home - a comfortable, familiar, relaxed setting. If that's not
possible, get to the studio early so you can become acclimated to the
setting.
11
• During the interview, you must make a special effort to increase your
energy (both vocal and visual), and to communicate with feeling.
• Smile -early and often. Be sure the first thing viewers see is a visage
that says, "I'm comfortable and happy to be here."
Head and shoulders: That's the camera shot that will be used -how you'll
appear on TV, throughout the entire interview.
Suggestions:
• Sit still. Don't make any unusual movements.
• Natural gestures are fine, but keep in mind that the audience may not
see your hands. So you must use your facial expression and voice
(inflection) to communicate energy, enthusiasm and confidence.
• Remain seated at the end of the interview. Don't bolt out of the chair.
You may still be on camera, and you don't want the audience to think
you're eager to leave.
• Don't remove your microphone or ear piece; let the technician do that.
And don't get up until you're told.
Where to look: The rule of thumb when being interviewed is to look at the
interviewer, and ignore the camera. For remote interviews, however, the
problem with this advice is that the interviewer is elsewhere.
Suggestions:
• In a remote interview, you must master the technique of looking at
the camera. It becomes the surrogate interviewer.
• Resist the temptation to look at the camera operator or anyone else in
the room.
• If there's a monitor in the room (on which the interviewer appears),
don't look at It -even if it's close to the camera. Instead, look at the
camera and try to visualize the interviewer.
• Be careful of teleprompters, which are usually attached to the camera.
If one is there and hasn't been turned off, you may be able to see
yourself in the reflected glass - a real distraction. Ask the technician to
turn it off.
• During the interview, consider yourself always "on." In other words,
maintain proper eye contact and demeanor (including facial
expression) even when the interviewer or another guest is talking.
(There may be an interest in seeing your reaction, or there may simply
be a miscue.)
12
The ear piece: It's uncomfortable and can create problems (fall out,
malfunction, etc.). Have you ever noticed how many interviewees are
bothered by the ear piece during a remote interview?
Suggestions:
• Be sure to have the technician test the volume level before the
interview begins. If it's too loud or soft, say so.
• To minimize the chances of having it fall out of your ear, have the
technician tape the wire to the back of your collar.
• If you frequently participate in remote interviews, consider purchasing
your own ear piece. They fit better and are less obtrusive -almost
invisible. To get one, go to a shop that sells hearing aids.
• If excessive noise is coming from your ear piece, take the piece out of
your ear. Then tell the interviewer what happened, but finish making
your point. Likewise, if you lose audio, continue to talk. Such an
experience can be a blessing in disguise -it can give you an
opportunity to bridge to a point you'd like to make. For example, say
something like this: "Bill, we seem to have lost our audio, but an
important point to mention about the issue we've been discussing is ... "
RADIO INTERVIEWS
Radio reporters can be very helpful --especially in a crisis:
• Radio is one of the fastest ways to get critical information to the
community.
• Radio can put you on air immediately, via phone.
The telephone is a critical tool for the reporter:
• Few people can do without a phone on the job.
• Radio news departments may not have enough reporters to send one
to every story. So, they rely on the telephone.
Caution: Don't let your guard down when you're on the phone with a
reporter. This happens to some people, who tend to be more relaxed with a
reporter over the phone rather than in person.
When a reporter calls, buy yourself a few minutes of time:
• Get name, phone number, station call letters.
• Promise to call back promptly (e.g., 5-10 minutes) --and then do so!
Assume you are being recorded as soon as you answer a phone call from a
reporter --you probably are!
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Going live:
• You may be asked to do a live interview.
• You don't have to. It's your choice.
• If you do, you cannot be edited. It's like being given the keys to the
station --you are in control until the interview ends.
• If you're too nervous, say you'd rather not go live, but that you'll be
glad to give a short taped interview.
The same rules apply to radio as to other interviews:
• Take and keep control.
• Don't let your guard down.
• Watch out for the traps.
CRISIS COMMUNICATIONS
A crisis can happen to any organization --large or small, public or private.
When it does, you must take immediate, corrective action to remedy the
problem. You must also communicate your actions immediately and
sometimes repeatedly to all appropriate audiences. Failure to communicate
or to communicate effectively creates the perception that the crisis is
continuing out of control, or that you are hiding something or are indifferent
to public concern.
There have been many instances where an organization did an excellent job
of containing or correcting the emergency, but failed to communicate those
positive actions. The usual result was that the crisis was prolonged or the
organization failed to recover at all. Successful crisis management involves
communication as well as emergency response activities.
A crisis is an event requiring rapid decisions involving the media that, if
handled incorrectly, can damage an organization's credibility and reputation.
Two types of crises:
• Instantaneous (e.g., fire, explosion, etc.)
• Smoldering (e.g., a pattern of harassment, discrimination, etc.)
Crises need not be the seemingly unpredictable and uncontrollable events
that their victims too olten see them as, or allow them to become.
Your two goals in any crisis situation are to establish yourself as a credible
source of information and to put a caring and compassionate face on the
name of your company.
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Five stages of a crisis
1. Identification:
• An absolutely critical stage in which you determine whether an event
has turned into an emergency, and has escalated (or is likely to
escalate) into a crisis. Avoid denial!
• Take the same action as the media: gather information; ask these
questions --the SWs and lH: Who? What? When? Where? Why? How?
• Separate facts from speculation.
2. Containment:
• The stage in which you try to contain information about your crisis
(e.g., local vs. national or international story, one-day story vs. week-
long story, back page vs. front page, etc.).
• Your timely, honest, forthright response to the media can help you
achieve containment.
• If you refuse to talk or delay in talking, you will be perceived as hiding
something, and coverage of your crisis may be prolonged or expanded.
3. Communication:
• Another absolutely critical stage. Problems in properly recovering from
a crisis frequently can be traced back to communication --poor
communication or no communication.
• Communicate as quickly as possible and as frequently as is
appropriate.
• If you wait too long to communicate, reporters may go elsewhere to
get their information. Also, it may be difficult or impossible for you to
correct reports of inaccurate information.
• Communicate both externally (e.g., media) and internally (e.g.,
employees and other stakeholders).
• Be consistent in your communications. Don't say one thing to
employees and another thing to the media.
4. Correction:
• Remember, the media are motivated by what went wrong, who's to
blame, and what is different and represents change.
• They will want to know, "Do you recognize this as a problem? What
are you going to do to prevent it from happening again?"
• Explain what you are doing (or will do) to investigate the problem. If
possible, explain what corrective measures you are taking (or will
take) to prevent the problem from recurring.
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5. Recovery:
• Recovery starts at the beginning of your crisis --when you properly
identify your event as a crisis.
• Your goal is to have as short a recovery period as possible.
• You must convince people that you care and want to do what is right.
• If you "break even" after an incident and keep your credibility and
reputation intact, you have succeeded.
• Being accessible to the media in order to communicate your messages
to the public will facilitate recovery. (Remember, your goal is to
communicate with the public; the media are merely a conduit.)
Press Briefings and News Conferences
Press briefings and news conferences are two of the ways to communicate
with the media during a crisis or in other situations where you need to share
important information.
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In general, press briefings tend to be somewhat informal and more
impromptu. They also tend to be very brief (hence the name "briefing"). For
example, something happens (e.g., an explosion and fire occur at your
facility). Reporters (a few or many) show up -usually very quickly. They are
in your parking lot, your lobby, outside your plant gate, etc. Perhaps you
escort them to a conference room or direct them to a specific location (e.g.,
a hotel or even a field near the site of the accident). You approach them,
then follow this suggested format:
1. Introduce yourself. (Reporters want to know your name and
organization. Also, it might be appropriate to spell your name.)
2. Set some ground rules. In other words, tell the reporters how you'll
conduct the briefing. For example: "I have some information I'd like
to share; then I'll be happy to take some questions."
3. Make your statement. (This is your opportunity to deliver your key
messages.)
4. Q&A (optional). It's optional because early on in a crisis, you may
have very little information, so it makes no sense to take questions.
Or you may decide to take questions at a follow-up press briefing.
However, keep in mind that reporters are used to asking questions,
and one way for an organization to appear cooperative and
forthcoming is by taking questions.
5. End and exit the briefing. But do so politely, but authoritatively.
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News Conference:
News conferences tend to be more formal and last longer. For a news
conference, you contact the news media, and invite them to a specific
location at a specific time. (Obviously, there should be an important reason
for the conference -e.g., major announcement, important update, etc.). Set
the room up (e.g., seating, lectern, PowerPoint, sound projection, etc. -as
appropriate).
1. Welcoming remarks
2. Introductions of those who will be conducting the conference
3. Agenda
4. Make your statement
5. Q&A (mandatory)
6. Concl uding remarks (usually a quick recap of the key message(s)
7. Ending
8. Post-conference interview(s). This is at your discretion; some
reporters may request a brief interview with someone who spoke at
the conference
Two Key Goals in a Crisis
1. Put a caring/compassionate face on name of company
2. Be a credible source of information
Crisis Communications Center
A crisis communications center serves as a central news center in times of
an emergency. It provides you with a suitable location in which to brief the
news media.
• Select and equip your facility well in advance of an emergency.
• Choose a room large enough to accommodate multiple reporters.
• The room can continue to serve the original purpose for which it was
designed (e.g., conference room), but it should be adapted now to
serve in a later emergency.
• Be sure the room contains ample electrical and data outlets for laptop
computers.
• Provide extra phones and computers.
• Dedicate a corner of the room to accommodate refreshments (e.g.,
coffee, soft drinks, snacks).
• When selecting a room, look for good entrance and exit capability.
Ideally, the person who communicates with the media should not walk
through the media either to speak to them or to leave . Try to have a
door to your back when briefing the news media.
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• There may not be a room suitable as a crisis communications center at
your location, or a crisis could make your room unusable. In this case,
select an alternate crisis management site (e.g., hotel conference
room).
• Keep in mind that your event could occur far from your planned crisis
communications center. For example, you might end up talking to the
media in the middle of a field somewhere. That's ok. Tell the media
that is where you will continue to communicate.
• The goal is to provide a central location for all company
communications during a crisis. You want to help the media do their
jobs better. By helping the media, you help your organization.
Together you become a team helping the public understand what can
easily be an easily misunderstood situation.
After an Emergency
Anticipate media follow-up: Expect and prepare for follow-up media
inquiries several days or weeks after the emergency. Also, news reports in
one medium can trigger interest by other media a day or two after the
emergency.
Monitor news coverage: Monitor the print, broadcast news and social
media coverage of the emergency. Depending on the severity of the
emergency and length of media interest, monitoring may be required for
more than a day or two. (You may want to obtain videotapes of the TV news
coverage from a video monitoring service if you have not been taping the
broadcasts yourself.) Are the news reports accurate? Is there a need to get
inaccurate reports corrected? Do editorials or letters to the editor indicate
community concern?
Obtain positive PR: One of the most important opportunities to obtain
positive public relations comes after the emergency is over. As appropriate,
release to the news media, as soon as possible, company decisions about
special employee or community relief, plant reconstruction, etc. Express
gratitude to the community, police and fire departments, emergency crews,
medical personnel and employees for their help.
FREOUENTL Y ASKED QUESTIONS
Q: What is the appropriate response to a reporter who requests permission
to videotape or photograph the scene of an accident?
A: In general, it is wise to allow reporters and photographers to visit an
emergency scene ... but only if the area is safe, the event is significant and
only if the appropriate company official approves. In cases where visiting or
photographing the scene cannot be permitted, be sure to explain the reason
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concisely and honestly. Reasons may include: the existence of a potentially
hazardous situation, proprietary equipment or concern about disrupting an
investigation. Do not attempt to prevent reporters who are on public
property from photographing your facility.
Q: Where is the best place to conduct an interview?
A: The place that's most comfortable for you and most appropriate to the
story. Regardless of where reporters' cameras are set up, you decide where
the interview will take place. An office provides a more formal setting; out in
a plant or lobby, a more informal setting. Avoid locations where smoke,
flames, debris, etc. provide a visual backdrop. Never agree to be interviewed
where protesters, demonstrators or picketers are within sight or earshot
range.
Q: What is the appropriate response to errors in a news story?
A: First of all, determine how serious the mistake is. Some errors warrant no
action. In other instances, you might want to contact the reporter in order to
point out the mistake. By doing so, you can prevent future or follow-up
stories from repeating the error. Requesting a correction, writing a letter to
the editor, or in some cases, placing an ad are other options.
Q: Is it ever appropriate for the interviewee to end the interview?
A: Absolutely. Among the things you can and should control during an
interview is when it ends. In general, keep the interview brief. Provide the
facts and perhaps field a few questions. Then, politely excuse yourself, turn
and walk away. Good indicators that it's time to end an interview: repeat,
speculative, hypothetical or irrelevant questions. Never walk away angry.
Q: When should I be proactive or reactive in talking with the media?
A: In most serious emergency situations, the media will contact you.
Develop a standby response statement as soon as possible and be ready to
talk. In situations where the emergency is serious and the public should be
informed, but the media is perhaps unaware of the situation, you should
initiate the contact. (Remember, one way to provide instructions to the
community is through the media.) Minor emergency situations generally do
not warrant a proactive media approach. In short, simply exercise good
judgment.
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SOCIAL MEDIA
Web 2.0 -This is an overarching term categorizing web applications with
interactive and collaborative functions. Social media websites fall under the
Web 2.0 description. Web 2.0 applications provide users the ability to
design, share, and interact in a number of ways including the social media
examples listed below. Before Web 2.0 websites were primarily viewed
passively.
Biogs -Biogs, or web logs, are web sites which serve as a forum for
personal journal entries, updates, event descriptions and other commentary.
They are maintained by an owner and have varying levels of access and
contributions to others. Text, images, and links about its related topic are
common features on a blog.
Microblogging -Twitter is probably the most popular example of a
microblog. Microblogs allow real-time updates by the owner (publisher) to
their "followers." The content posted in microblogs traditionally contains very
little information, such as a small image file or short text sentence.
Currently, Twitter allows a maximum of 140 characters posted at a time.
Social Networking -Social networking sites, such as Facebook and
Google+, allow for people to create online identities within virtual
communities. Here they share personal experiences and build social
relationships usually with people of shared interests.
Wikis -Coming from the Hawaiian word for "fast", wikis are websites that
allow users to edit text-based content. This is particularly useful during
collaborative projects and the joint sharing of information. Wikipedia is a
primary example of a popular, and heavily used wiki.
Podcasts -Podcasts are episodic audio or video files posted on the Internet
that can be downloaded by users at any time. These are popular in the
realms of radio syndication and instructional guides and became popular
with the rise of Apple's iPod in 2004.
Video Sharing -YouTube is the archetype of video sharing, coining the
slogan, "Broadcast Yourself." This site allows people to upload videos for
millions of viewers to access. It is said to be one of the great influencers of
Internet culture.
Do
Be active, interesting and honest
Foster open dialogue
Ask for testimonials and feedback
Don't
Delete negative comments
Have a novice run your site
Respond with corporate speak
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WE'RE HERE TO HELP: AMMERMAN TRAINING SERVICES
The Ammerman Experience is a communication skills development firm that
shows people how to reach and influence others through the spoken word.
Our firm's portfolio of services includes an impressive array of workshops. In
addition, we customize existing workshops or create new sessions to meet
the specific needs of clients.
Here are some of the services we offer:
MEDIA TRAINING
Effective Media Communications: This training develops the skills needed
for a successful encounter with the news media. Participants face tough,
experienced journalists during multiple, videotaped, interview simulations,
followed by extensive critiques. Both informational and crisis interviews are
a part of this highly interactive session.
Advanced Media Skills for Communications Professionals: A two-day,
interactive workshop that examines recent and projected developments in
news gathering and reporting techniques, and shows how those changes
impact the development, delivery and reception of your messages. The focus
of the session is on learning the skills essential to improving your ability to
craft and deliver concise, impactful messages that appeal to journalists, and
that capture audience attention. A crisis management team simulation is one
element of this workshop.
Crisis Management Briefing for Senior Executives: A crisis
management briefing and workshop for senior executives. It provides a
state-of-the-art look at crisis management today, including a review of
best practices. More specifically, it examines the role senior executives must
play in 21st Century crisis management. The session also includes a hands-
on simulation designed to sharpen the participants' media interaction skills.
After this session, participants should have a solid grasp of the essentials of
effective crisis management, and should be able to "speak the language" of
contemporary crisis management with others in their organization.
Crisis Communications Spokespersons Training: Provides spokespeople
with media training skills specifically for communicating during a crisis. By
developing and sharpening your communication skills, you can minimize
negative or inaccurate news coverage and help ensure that your
organization's key messages are delivered, heard and understood.
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Effective Media Communications for Marketing Professionals: A one-
day workshop that recognizes the integral role media relations plays in a
complete and successful marketing communications plan. The focus of the
session is not on communicating during a crisis, but rather communicating
about your company or industry -its products, services, or position on a
specific issue. The workshop addresses the specialized media training needs
of those responsible for, or involved in, marketing-and sales-related
activities.
Effective Media Communications Refresher: This workshop helps those
who face the media keep their media skills sharp. The session includes a
review of the essentials of effective media communications, along with
extensive on-camera practice. The workshop is designed for those who have
attended The Ammerman Experience Effective Media Communications
session, or have had other media training.
First Response Media Training: A half-day workshop that provides
guidance to those who may come in contact with the media, but are not
primary spokespersons. Focus of the training is on politely declining an
interview request, or providing limited, authorized information. Typical
session participants include: security guards, secretaries or other
administrative support staff, receptionists, switchboard operators, first-line
or shift supervisors, or other personnel who may have to interact briefly with
the news media. Individuals who undergo this training will also be prepared
to serve in a variety of functions to support a crisis communications effort.
Crisis Communications Team Training: A highly customized session
designed to test how well members of your crisis communications
management team work together and make decisions, and how proficient
they are in communicating to a variety of external and internal audiences
during a crisis. Problem solving is a key ingredient of this training. Using an
evolving crisis scenario developed with the client's help, team members
learn how their decisions during a crisis can impact the sequence of events
to follow.
Dealing with Public Anger: New Approaches to an Old Problem: Public
anger is more common, more newsworthy and more challenging than it used
to be. It is also more preventable and manageable. Much has been learned
about what causes public anger, and what works and what doesn't work
when trying to prevent or defuse it. This half-day session offers practical
guidance for reducing anger when dealing with an angry public.
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Crisis/Media Communications Training for Educators: A one-day
workshop that addresses the increasingly important crisis and media training
needs of those in the education field. The session provides superintendents,
assistant superintendents, principals, assistant principals, public information
officers, school board members, coaches and others with the confidence and
competence needed to properly handle the communications aspect of a
crisis. It also offers practical ideas on facing the media in non-crisis
situations.
Effective Telephone Communications: A half-day workshop that address
the specialized training needs of employees who regularly or occasionally
handle incoming telephone calls in crisis or other emergency situations. The
session sensitizes employees to the stress of the phone call that is out of the
ordinary -the threat, the extortion, the vindictive or the prank. Participants
-typically, switchboard operators, receptionists, customer service
personnel, secretaries and security guards -learn the importance of
remaining calm and gathering accurate information that can aid
management in preventing or resolving a crisis.
Emergency Response Drills: Organizations that rehearse their crisis
management plans and train their crisis management teams are far more
successful in handling a real crisis than those that don't. As in any rehearsal,
the value directly parallels the degree of realism. Using experienced,
aggressive reporters, we test your organization's ability to handle the media
during an emergency. The scenarios we use are designed to assess your
organization's ability to communicate effectively with all impacted
populations.
PRESENTATION SKILLS
Effective Presentations: A one-day workshop that helps participants
identify their strengths and weaknesses as communicators when delivering
sales, analyst and other business presentations -helping them build on their
strengths, while reducing or eliminating their weaknesses. Emphasis is on
how to prepare for, practice and deliver a presentation that gets people to
listen to, hear, understand and act on what is said.
Advanced Presentation Skills: If you are an experienced presenter who
wants a candid assessment of your presentation skills, this workshop is for
you. Or, if you are a good presenter who wants to take those skills to a
higher level, this workshop is for you. One feature of this session is a
detailed critique of the organization and content of your presentation,
including its opening, closing, transitions, visuals, etc. Another feature is its
focus on more sophisticated communication skills -those that typically have
been mastered by communicators who have what's known as an "executive
presence."
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•
High-Emotion Public Meetings: A one-day workshop for individuals who
speak at public meetings -especially in situations involving skeptical or
hostile audiences. In the session, participants learn how to present and
explain sensitive information, and how to respond to tough questions at
public meetings, at legislative, regulatory and other public hearings, and at
other public or private forums.
FINANCIAL COMMUNICATIONS
Effective Investor Communications: A customized workshop that
provides executives and other senior management with an assessment of
their effectiveness in communicating with investors, analysts, and the
financial community and media. Participants deliver an actual analyst or
other presentation, and receive an extensive critique of its content and
delivery, along with suggestions for improvement. A critique of the firm 's
most recent analyst teleconference and several media interview simulations
are also included. The workshop is intended for those involved in developing
information for, or presenting it to, the investment and financial
communities.
OTHER SERVICES
Strategic Message Development: Effective communication of any kind
involves getting your audience to listen to, hear, understand and act on what
you say. We can help you identify and craft, and show you how to deliver,
the message or messages that will reach your target audiences. Frequently,
our clients change or refine their messages based on input they receive from
us.
Risk Management Communication: Providing the public with information
about safety, health, environmental or other risks is a challenging task,
fraught with all kinds of potential problems. We offer practical guidance for
successfully communicating risk, including risk management plans (worst-
case scenarios) that certain facilities are required to submit to the
Environmental Protection Agency.
Litigation Communication/Witness Training: We work with attorneys,
corporate communications departments and others to develop pre-litigation
communication strategies. We also assist in preparing witnesses for
testimony and cross-examination in civil trials, regulatory and legislative
hearings, and arbitration sessions.
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