PR in practice: Handling the media call
August 17th, 2009
It’s late Friday afternoon and you’re thinking about the weekend. The phone rings and it’s a reporter from the local newspaper with an unexpected question about your company’s financial status.
No matter how well-prepared you think you are, there’s always the chance of this kind of phone call. Here are a few guidelines to help you through a media call, whether it’s positive or negative.
- You don’t have to answer the question on the spot. If you aren’t prepared, tell the reporter you’ll call him or her back. That way you have time to formulate a complete answer.
- Don’t leave the reporter hanging; if you cannot help right away, provide updates and let him or her know you are working on answers.
- If you feel that you are not qualified to answer the question, find the person in your company who is and coach him or her on a good answer as quickly as possible. Be sure to sit in on the interview so that you can handle any follow-up questions.
- If you will be the one answering the question, be sure you have met with the experts at your company and formulate three or four talking points before calling the reporter back. One question always leads to another, so be sure to stick to these points.
- If the question is one that you cannot answer, never say “no comment.” This sounds as if you are trying to hide something. Reporters tend to respond better if you simply say, “I can’t answer that question at this time, but I will be sure to contact you if or when I am able.”
Most of all, be helpful. Don’t succumb to pressure or sow the seeds of an adversarial relationship.
Very good advice. Here are some additional tips I recently gave on my blogsite regarding the hostile press conference.
The single most important thing to bear in mind when facing the news media is that YOU ARE IN CHARGE. Reporters will leave that press conference with only the new information that you provide. A good investigator will try to make it seem like they’ve got the advantage. They’ll frame questions in a way that implies they’ve already got the answer and are just looking to you for confirmation; or that your failure to give them what they want will result in devastatingly bad press. While there is usually some truth to these scenarios and, occasionally, a lot of truth, you can’t let that dictate how you respond.
Do not comment on topics for which you are unprepared; or when a reporter takes you by surprise. Take time to think, a pause is never out of place while you consider your answer. Never make things up. Never. If you haven’t prepared for an issue or the latest rumors, do not try to finesse an answer. If you’re not certain you can speak for senior management and legal, tell the reporter you need time to familiarize yourself with new developments and that you’ll get back to them. Don’t speak in anger, but, on rare occasion, there is a time for outrage. Some of the most persuasive moments can come when you know, KNOW, a charge is patently false and foolish. Then you can effectively exhibit justifiable outrage.
Keep your answers short and succinct. Stay calm. Watch your pitch, rate and volume. It is important you are reassuring and confident. Those qualities are not projected with loud, staccato delivery. Don’t allow reporters to cut your answer short, but remember only a line or two in the press, or 6 to 20 seconds in broadcast, will be quoted.
Do not say “no comment.” It just sounds guilty. There are a number of alternative approaches depending on the situation. One alternative in a liability matter might be, “there are sensitive issues here and we want to make sure we’ve covered this from every angle. We’re working hard to produce the best outcome for all concerned.”
Don’t answer a question you haven’t been asked. And, when you do answer, put the important stuff first. Reporters tend to lead their stories with the most critical information. So should you.
As the company spokesman, you need to get things right when things go wrong.