For many PR pros, media interviews can be the most and the least rewarding aspect of their job. They represent the finish line of an occasionally months-long messaging, pitching, training, and coordination marathon—the moment at which our tireless effort may either pay off or be rendered worse than useless. The harshest reality about media interviews is that we have limited control over their direction. Yes, you can and should try to shape the message. Ultimately, though, your message is in the hands of the journalist, and perhaps his/her editor. OK, but you control your spokesperson or the executive being interviewed, right? Not so fast….
An Example: The Nightmare
We were working on an announcement. Our spokesperson was ideal—a gregarious new hire with extensive media experience. The preparation began. We optimized core messages, crafted a compelling pitch, conducted strategic outreach and lined up interviews with top targets. In advance of the big day, we reviewed key details about each opportunity and journalist with the spokesperson, including likely questions he’d receive. Then, the wheels came off.
Ten minutes before our first interview, the journalist cancelled; our spokesperson had called her directly earlier for a lengthy, unstaffed chat. Shortly after that the second journalist called with similar news. The third interview occurred, but our spokesperson’s performance quickly dispelled our delusions that resolving the mess of the two cancellations would be easy. Within minutes of the third interview, our spokesperson committed a series of deadly media sins, including making off-color jokes.
The Fix
Afterward, we made our best attempt at damage control, reaching out to each journalist to confirm the direction of their story, tying their angles to key messages (in place of some of the spokesperson’s less-acceptable remarks) and prepared for the worst. A week later, the stories began to trickle in. We were pleasantly surprised; they weren’t bad. In fact, they were positive, largely on message, and infused with that ethereal quality we hadn’t given our spokesperson enough credit for: personality.
The work we’d done with journalists to shape the direction of the stories paid off, but the fact that they’d liked our spokesperson made those stories home runs. Journalists tend to distrust spokesbots who deliver highly scripted interviews. Offer up a candid interview, however, and they’ll likely relax enough to focus on the story.
Although our example had a happy ending, it could have gone the other way. So the next time we had a chance to work with said spokesperson, we considered what could be done to help this executive color within the lines while fostering, not suppressing, what the journalists had perceived as a compelling personality.
Here are tips that rose to the top:
1. Speak Plainly: When dealing with executive spokespeople, many PR pros, out of an abundance of sensitivity, make the mistake of failing to provide critical feedback. In addition, they may be so indirect that their message never lands. While it may feel risky, balancing positive and constructive feedback through best practices is critical for iterative improvement. For example: “You did a spectacular job building a rapport with the journalist! That said, please remember that you must set boundaries when using the term “off-the-record.” (We noticed you used this phrase when talking about X). Tell the journalist exactly what you mean when you use the term and see if he/she agrees to honor your conditions. Journalists have no obligation to keep anything you say private. In fact, some may be more inclined to report on something perceived as taboo.”
2. Pitch and Pray No More: As PR pros, we know every campaign is unique. We craft media plans for specific campaigns; identify the correct media targets and tailor pitches to individual journalists. For some reason, however, we often fail to take time to provide custom media training—especially when the spokesperson is perceived as a pro (more on this below). When possible, provide a refresher on media-relations best practices. And use examples relevant to your news/announcement. For example, instead of simply reminding a spokesperson how to skirt tough questions, run through a list of what those questions might be and practice responding with key messages. Update the spokesperson about off-limits topics, walking through the potential negative outcomes if they’re addressed.
3. Even The Pros Have Coaches: Respect a spokesperson’s experience, but remind him/her gently that even professional athletes and artists receive constant coaching. Why should it be different in business?
4. Adjust Tactics to the Spokesperson: We often stress that we need to engage customers where they live online. Why do we fail to do that with spokespeople we’re training? Familiarize yourself with the spokesperson’s patterns and adjust communications accordingly. For example, if a company’s standard method for alerting spokespeople of interview details is via an Outlook calendar invite, but your spokesperson checks email sporadically, you’re setting yourself up for a no-show situation. A worse scenario is the one noted above: a spokesperson-initiated workaround where the spokesperson called the journalist. Avoid upending the company’s standard communications practices, but discuss ways to supplement them to make sure the spokesperson receives messages.
5. It’s Not Personal But… If you know your spokespeople have personal relationships with journalists, remind them why all communications related to the announcement must go through you; multiple points of contact are the quickest path to miscommunication.
6. Prep the Journalist: When working with a colorful spokesperson, one of the best things you can do to ensure a smooth interview is to let journalists know tactfully what to expect. For example, if your spokesperson tends to go on tangents that may frustrate a time-crunched journalist (or, worse, divulge unwanted aspects of the announcement), consider ways you can shape the interview to help keep it on target. Give the journalist as much background about the spokesperson as possible, or suggest sub-topics that you know would be of interest to the journalist and align well with the spokesperson’s prepared messages.
One of the most critical components of a PR pro’s job is to be an effective liaison between the media and a brand. Sure, throwing an unpredictable spokesperson into the mix can be challenging, but PR pros savvy enough to embrace the spokesperson’s unique attributes, adjust training and coordinate an approach may find that person not only to be manageable, but also a valuable ally in telling a compelling story with great results.
Casey Delperdang is PR manager at MMI Agency in Houston.
Follow her at: @caseydelperdang