(This article is excerpted from the just-published PR News Media Training Guidebook. It is written by Andy Gilman of CommCore Consulting.)
One of the most important lessons to learn in Media Training is that not every question deserves an answer. We're not talking about ducking, dodging or avoiding. It's just one of
your rights not to answer every question that is posed by a reporter. As we'll discuss, there are probably a score of different types of questions that you don't need to answer. Of
course, it's always a good idea to explain why you won't answer a question, and offer to provide other information. But the bottom line is: It's okay to just say NO!
So why is it that most people being interviewed feel the need to answer each question? I think it all started in elementary school. We learned when we were eight or nine years old
that there were correct answers to teachers' questions and that if we got it right, we would be rewarded with good grades and a chance to go play with friends on the playground.
But as we know, there isn't a similar type of right answers to a reporter's questions. It's not a test of your knowledge. In fact, in most articles or edited electronic pieces,
the reader, viewer or listener never knows the question that was asked. Most reporters ask questions to get you to talk about a subject, not to pin you down.
There's another reason we all answered the questions from teachers. They were in control, we weren't. While a media interview doesn't give a spokesperson total control, there's a
lot more control than in school.
So when you don't want to answer a question you don't have to. However, ever since the days of the Nixon Presidency, saying "NO COMMENT" as a way to say no has been tantamount to
saying "Guilty as charged."
It's a little more complicated than just saying no to a reporter, i.e., I'm not answering that question. Because if that's all you do, you've given control back to a reporter and
he or she goes to the next question on the list. Think of your No response as a type of negotiation: "I'm not answering that question for this reason. However, what I can share
with you is..." And then you are off and running (or bridging as we media trainers like to say).
Do reporters like being told no? Usually not. Just watch Tim Russert on "Meet the Press" when a government official refuses to answer one of Tim's questions. Russert has been
known to ask the same question a dozen times to see if the spokesperson wavers. But this is the rare interview.
However, as much as a media interview is not a school room test, it is not a deposition where there are legal penalties for not answering. Caveat: Too many No's, even with good
reasons, can lead to a loss of credibility, so preparation is key to saying "no." Know what you can offer instead of the direct answer to the question.
In the oft-quoted song, Paul Simon had 50 ways to Leave your lover. I'm not sure there are that many ways to say "no" to a reporter, but here are a few of the categories:
1. Proprietary information. Any reporter would love to have information that you or your company considers proprietary. How to answer: "That's proprietary." Or, "I'm sure our
competitors would love to know that information." Bridge. "Here's what I can tell you." There are several sub-sets of proprietary information. These include:
- Products in development. We don't comment on what we're working on. We hope it's as successful as the prior product ___.
- Financial information: With Reg FD and overall greater scrutiny of company books, it is improper to give information to reporters that is not given to the general public. This
includes any information that could be considered "material" for investors to know such as financial results, acquisitions or sales, expansion plans.
- Results of studies and tests. We don't announce results before the study is completed... what I can share with you is the protocol for the test.
2. Litigation. Information shared with a reporter in a matter under litigation could effect the outcome of a proceeding. You don't want to answer questions in depositions, in
regulatory hearings or in court based upon a news account. Answer: "That's a matter of litigation, so I can't discuss the court proceedings. Here's what we stated in our court
papers...
3. Bashing of competitors. Reporters like to pit one side against the other. They always like it if you comment, aka, bash your competitors. Unless there is a strategic reason to
do so, it's best to take the high road. "You'll have to ask them this question. What I can say from our side it...." Or "We wish them well with their new product. Here's why we
believe ours is better...."
- Privacy/Personal issues. When asked about a personal opinion, you should never venture this view. Your personal view will never be viewed as such; it will be interpreted as
a company view. Questions about salaries, benefits and other matters are considered private.
- Speculation. Why does a reporter ask you to speculate? Because he/she and all competitors probably have the same information. So the game is to find out something new and be
the first to report on it. Speculative questions begin with phrases like, "what if..." "suppose..." "let's look out a few months..." You have no obligation to go beyond the facts.
Phrases like, "That's a hypothetical..." "You're asking me to speculate..." "We don't have a crystal ball..." What I can tell you .
- Crisis Speculation. The rule against speculating is even more critical in a crisis. Never say more than you can confirm. This relates to injuries, rumors, damage, number of
injured, when operations will be restored, legal action etc. Yes, reporters want new information, but that doesn't mean you have to supply it if there is none.
Editor's Note: PR News is launching an on-site Media Training Workshop with CommCore Consulting. Join PR News, Andy Gilman and other media training experts for a hands-on full-day
workshop on March 7 in Washington DC. Space is limited to 15 attendees. Go to http://www.prnewsonline.com for more information and to
register.
Contact:
Andrew Gilman is president of CommCore Consulting Group. He has been a communications strategist, crisis counselor and keynote speaker for more than 20 years. He can be reached at