Posts

media interview traps

Media interview traps – how to avoid two of them

Media interview traps are relatively easy for journalists to set and for interviewees to fall headlong in to. At The Media Coach, we try to keep you safe by identifying the most common ones and giving you tips and techniques to avoid them. So it’s useful to look at two examples of interview traps which happened in recent days: being indiscreet near a microphone – even when you think you are not being recorded – and the journalist trying to get you to go ‘off message’ to create juicy headlines. The first trap resulted in days of embarrassing, negative publicity while the second was neatly avoided.

media interview traps

There are some well known media traps but people, even professionals, regularly get caught by them.

Media interview trap 1: Cameras are always on and microphones are always ‘hot’

During every media training session we drill into people the need to be very careful around microphones and cameras before and after an interview; in fact, whenever you are in a TV or radio studio. But familiarity can breed contempt and this week we saw even one of the UK’s most experienced journalists, BBC presenter John Humphrys, get caught out when he made controversial comments in a studio without realising he was being recorded.

He wasn’t on air at the time and was just chatting with a colleague before recording an interview when he made what he has since insisted were “jokey” comments about one of the biggest media stories in the previous week; Carrie Gracie’s resignation from the post of the BBC’s China editor because men in other editor posts were paid considerably more than she was.

The story about the lack of equal pay at the BBC had been running for several days and probably would have been winding down, but with the leaking of the recording, it is now right back up the news agenda.

One of John Humphry’s BBC colleagues, Jane Garvey, summed up the incident nicely when she tweeted:

media interview traps

Media interview trap 2: going off message/just reacting to the journalist’s questions

Also in recent days, experienced media performer, Stanley Johnson, (father of Foreign Secretary, Boris) deftly demonstrated how to avoid another common media interview trap, which I call the “while I’ve got you here, can I just ask you about…” question.

Mr Johnson was appearing on a phone in on Radio 5live’s Emma Barnett show after the UK Government announced proposals to curb plastic waste in the environment. After giving his view on the proposals, and mentioning Boris, Emma Barnett, seized the opportunity to go slightly off-topic with Stanley Johnson in search of a potentially juicy headline by revisiting the very public falling out between his son and the now Environment Secretary, Michael Gove, during the last Conservative leadership contest. ( You can click here for the full interview which starts at 1 hour 24 minutes and 55 seconds and will be available for the next three weeks.)

media interview traps

Stanley Johnson refused to be drawn when asked about the relationship between Michael Gove and his son Boris Johnson.

When asked to respond to the comments from his daughter Rachel that Mr Gove had stabbed her brother Boris “in the front and the back”, Stanley Johnson neatly spotted the potential for negative headlines which could overshadow his environmental agenda. He simply took the sting out of the topic by refusing to get drawn in and saying “I don’t think it’s a good idea to distract from talking about the environment” before going back to his key messages on his intended topic.

This is an effective example of the bridging technique which we teach during Media Coach training sessions to ensure interviewees can avoid being drawn off-topic and ending up with headlines they never intended.

Finally, to avoid both traps, the two cases illustrate the need to take media encounters seriously, focus and remain disciplined at all times.

Photo 1: Pixabay
Photo 2: Creative Commons

 

 

senior leaders

Senior leaders – get media trained before you need it

Senior leaders are often booked into media training by PR professionals who are tearing their hair out. So often, successful, super-professional ‘talent’ has somehow missed out on a few of the basics of good external communication and are suddenly required to front a product launch or a PR campaign.

Senior leaders need communications skills

It is so common, so stressful for all concerned and so preventable, I think it is worth a blog post.

Senior leaders

Take the case of Theresa May – for many years an ambitious career politician now struggling with a hugely difficult job. Most of us in the PR business believe a few basic lessons in presentation, delivery and handling media interviews might have totally changed her fortunes. The problem, as I see it, is that she didn’t get the training on the way up and now, with the top job and a different crisis every day, there is no time to do it.

And we see exactly this in the corporate world. Senior leaders are incredibly busy. Diary management is a headache and a full-time job – outsourced to PAs, and EAs  for many of those we train. Trying to persuade these hard-pressed staff that a media trainer needs four hours in someone’s diary is likely to get the response – ‘sorry but can you do it in 45 minutes and by the way, he (or she) will probably be running late.’

A few hours is a good investment

But actually, four or even eight hours training over the career of a senior leader is a very small commitment. It is difficult to predict how many media interviews someone is likely to do in the future but we know for sure they will be doing countless presentations. And while some presentation training is provided, a lot of people slip through the net and still do it very badly.

My belief is that communications training – covering external versus internal comms, understanding the media, social media, messaging and interview control should be core subjects in management training programmes. And these should also include some coaching on delivery style. Being able to ‘perform’ whether in front of an audience or a journalist is also an essential skill. (I have written previously about how poor presentations are endemic in business.)

Incredibly useful professionally

I have lost count of the number of times people finish a media training session saying ‘even if I never speak to the media this is has been incredibly useful professionally’.

senior leaders

The ideal is to do it early, do it well and then top up the training as and when it is needed for specific events. That will avoid the sort of query I receive at least once a week: “can you cover press, radio and TV and give us some help with the messaging for three people in three hours?” It can be done but just not as well as I would like to do it.

So, if you are a learning development officer or an HR professional and some of this rings true – I would suggest asking your PR team about the problems they run into when looking for capable spokespeople. Then if you find I am right, start planning media and presentation training for your emerging leaders. If you think you are yourself an ‘emerging leader’ take my advice and wangle your way onto a media training course before you find you need it. You won’t regret it.

get the tone right

Media training: Getting the tone right

Getting the tone right can be far from easy in a media interview. You need to sound in control, but also demonstrate the right emotion for the occasion. I wrote last week about how Prince Harry and Meghan delivered a happy but not schmaltzy interview on their engagement whilst apparently effortlessly avoiding a lot of potential pitfalls.

Husband of Iran prisoner gets the tone right

Another man who gets it right in much less happy circumstances is Richard Ratcliffe. An accountant from Hampstead thrust into the media spotlight when his Iranian born wife, Nazanin Zaghari-Ratcliffe, was imprisoned in Iran, and his young daughter who, despite her British passport, has not been returned to him but is instead with her grandparents in Iran.

Getting the tone right

Richard Ratcliffe makes himself available to be interviewed however distressing the news, and always gets the tone right.

Not much is written to my knowledge about Richard Ratcliffe but nothing that is written suggests he is someone with any understanding of the media (besides living in Hampstead which might mean there are some invisible guiding hands amongst his neighbours).

He is never angry, never over-claims but just calmly and sadly states and restates the facts and the argument.

The latest development as reported here in the Independent is that following Foreign Secretary Boris Johnson’s visit to Tehran, a court case expected to be held in Iran on Sunday and likely to extend Nazanin’s sentence, has been postponed. It’s a small bit of positive news in very sad story. And  Ratcliffe was interviewed on Sky news, from his sitting room to put the human face on the latest development.

Here is an interview from Channel 4 news a month ago. It took place just after the Boris Johnson ‘gaffe’ when he mistakenly said that Nazanin had been training journalists – and his subsequent quasi-retraction. It was a mistake that undermined the whole family defence which was that Ratcliffe’s wife was simple on holiday when she was arrested. Many people would have been raging but Ratcliffe just looked and sounded sad but did his best to be positive.

Media Training tips for managing tone

Often the important point in managing the tone is to think first what the tone should be. A strategic approach to interviews will always give you a better outcome.

Media Training tips for managing high emotion

I have actually media trained several people who have become media spokespeople for all the wrong reasons. The father of a girl who died in controversial circumstances, a man with terminal cancer who was campaigning for change in some laws etc. The challenge in these cases is to manage the narrative to avoid the emotional bits that will trigger a breakdown. Bluntly, looking sad is one thing but sobbing on air is uncomfortable and distressing for everyone. The trick is to isolate the bits that people can’t talk about and have an alternative track that will distract from that bit of the story. Of course the journalists and probably the audience want to hear the personal story so it is a fine balancing act. At least broadcast journalists are not insensitive to the problem of too much emotion and in these circumstances, they are not looking to make life difficult for the interviewee. And thank goodness the BBC at least has banned the question ‘How do you feel…’.

Of course, those spokespeople, like Richard Ratcliffe, put themselves through the media ordeal because they think something important is at stake, and at the end of the day there is nothing like media exposure to get things done. Let’s hope in the case of Nazanin Zaghari-Ratcliffe all the media attention will pay off.

Do journalists matter

Media strategy: Do journalists matter?

Do journalists matter in this age of social media? President Trump seems to relish a public bust up and you could argue it is not doing his popularity ratings any harm.

Trump relishes a public bust-up

Indeed, amongst his supporters, it seems to actually enhance his popularity.  And there appears to be no end to his willingness to let his frustrations show as illustrated by his ongoing feuds with CNN, the New York Times, the BBC and the list goes on….

There is an argument that with the rise in influence of social media, mainstream journalists are now almost irrelevant to a successful media strategy? Some even argue mainstream media is dead.

Media strategy: Corbyn gave priority to social media

In the UK, the recent election also provides evidence that the mainstream media have lost their influence. Since he became leader of the Labour Party, Jeremy Corbyn faced hostility, even derision, from much of the traditional media. Whether by choice or necessity he placed his faith in the power of social media.

And that faith paid off – with a much better result in the election than virtually anyone predicted. (Though still winning more than 50 seats fewer than the Conservative Party.) All a long way from The Sun newspaper’s gloating headline after the 1992 election: “It’s the Sun wot won it”.

Can you now drop traditional media from your PR strategy?

So does it matter if companies and organisations antagonise journalists they don’t like?

I would argue that that would be a risky strategy.

Firstly, a recent study by Reuters concluded that mainstream media stories are the lifeblood of topical social media conversations in the UK. Social media amplifies mainstream media even if it sometimes eclipses it.

Secondly, politics is a very different environment to the corporate/business world. Trump and Corbyn have built their personas on being outsiders – there to challenge the system.  There are very few companies or organisations who can pull this off successfully over years and years.

And that is the key difference between business and politics: the need to build – and maintain – a much longer-term reputation. Warren Buffet has frequently warned employees: “lose money for the firm and I will be understanding. Lose a shred of reputation for the firm and I will be ruthless.”

Do journalists matter

Warren Buffett has always stressed company reputation takes years to build and moments to destroy.

Here are two contrasting examples which show the positive advantage of “playing the game” with journalists and the perils of not doing so:

Richard Branson has for years had a good relationship with journalists and has made himself available for interviews, both on his businesses and as an industry expert. And his companies’ reputations have emerged relatively unscathed despite being caught up in crises such as the price-fixing scandal with BA and the West Coast Train crash in 2007.

In the world of sport, as a result of what Tiger Woods felt was an unfavourable interview early in his career, he virtually shunned all contact with journalists, apart from what he was contractually obligated to do at tournaments. And for much of his career he was untouchable, based on his performances on the course. However, when the scandals hit, journalists took great pleasure in settling scores and indulging in a large slice of schadenfreude.

Do journalists matter

Tiger Woods avoided talking to journalists wherever possible. Some say, when things went wrong, he paid a heavy price for denying them earlier access.

Building relationships with journalists takes time. It never guarantees you will be immune from criticism but it does mean you have ‘credit in the bank’ and will get a hearing when things go wrong.

Other people’s thoughts on this:

A TechCrunch blog from February this year

The Guardian’s take

The Guardian again after the Manchester terror attack

And for the long read here are two Reuters reports on disruption of mainstream media by social media. They seem to suggest more of a coming together with social media amplifying stories from the mainstream at least in the UK.

  1. Mainstream media and the distribution of news in the age of social discovery
  2. Mainstream media and the distribution of news in the age of social discovery
Political gaffes: Don’t show your briefs

Political gaffes: Don’t show your briefs

Don’t show your briefs, Jeremy! The Health Secretary’s recent gaffe highlights the importance of preparing briefing documents but not sharing them with the world!

Political gaffes: Don’t show your briefs

What is it with Government ministers and briefing papers?

Why is it on the (often short) walk between Number 10 and ministerial car, or Government department and meeting venue, they let the content of papers – regularly carried unprotected under the arm – become visible to all and sundry?

Especially when the ‘sundry’ concerned is press photographers with long-range lenses, easily capable of picking up the contents of A4 sheets of paper with words in a standard 12-font.

The latest in a long line of MPs to allow this to happen was Health Secretary Jeremy Hunt, who was snapped earlier this week holding notes he and his team had prepared on Brexit. One italicized line, in particular, stood out: ‘Hard Brexit means people fleeing UK’. Whilst Jeremy Hunt campaigned to remain in the European Union, it’s hard to believe that this was his own view – particularly as leaving the single market and customs union is official Government policy.

Preparation is good

I am going to make a small leap here but I am pretty sure this was a briefing document containing examples of criticism or tough questions Hunt might hear from opponents in the Chamber of Commons. What is written underneath will be his prepared response – what we at The Media Coach call ‘reactive lines.’

These are an essential for Ministers but also an important part of planning for a media interview. They ensure the interviewee is fully prepared for the type of difficult questions, which he or she might be asked, and will have practiced answering them when it comes to the interview itself.

It is not just about the questions

Of course, as highlighted earlier in Lindsay’s blog – your focus in a media interview should not be solely on questions you expect the media to ask. Such an approach leaves you on the back-foot, only ever responding to the enquirer, rather than proactively making statements reflecting the point of view that you are trying to get across. Anyway, the truth is that no amount of preparation can guarantee to predict every possible stance the media may choose to take – from the unintentionally irrelevant to the unexpectedly left-field.

Helping spokespeople and their PR teams craft the ‘reactive lines’ and stress test them is very much part of what we do in any event-focussed media training. It is usually a lot easier than people realise and there are many tried and tested formulas for answers to tricky questions.

In short, Q&A documents have their place. Indeed, they are an essential part of an effective media strategy. However, preparing messages and knowing how to land them is even more important. But don’t let the written evidence of your preparations go on show to the outside world.

Some links

Here are a couple of relevant links for further reading

What is a Q and A document – useful how to for PR novices.

Another take on how to write key messages (but our message house system is much more comprehensive than this!)

A list of journalist common question types

 

EU Doorstep

EU doorstep interviews: 4 expert tips

EU doorstep interviews should be seen as an opportunity not a threat. Prime Ministers and Heads of State recognise the PR value of a good EU doorstep – a mini interview or statement done on the way in or out of Summits. Small countries that hold the EU’s rotating presidency, ambassadors and other officials often miss this opportunity to raise their profile and punch above their weight with an agenda setting doorstep quote. Often all it takes is a little preparation. 

EU doorstep: recognise the PR opportunity

Even for smaller meetings where ministers or ambassadors need to broker an agreement, there will almost certainly be one or two news agencies covering it as well as the Council’s host broadcaster, which will then publish footage. So advisers and spokespeople should always prepare for Council meetings in expectation that there will be some form of press waiting for them when they arrive.

EU doorstep interviews should be viewed as an opportunity.

EU doorstep interviews should be viewed as an opportunity.

EU doorstep: prepare

The EU Presidency may hold the role of agreement broker but that does not mean spokespeople should do a read out of the shopping list of tasks and processes that need to be managed (or were managed) at the meeting they will or have hosted (see the example of the Lithuanian Ambassador to the EU below). This is tedious and journalists will struggle to find something interesting they can use. Advisers and spokespeople should focus on one main message with a clear soundbite and then prepare a couple more in case they are happy to take follow-up questions.

Angela Merkel is a good model to follow. She gets out of her car, goes straight to the German cameras, does a well prepared 40-second statement and then walks straight into the meeting. EU Commission Vice President, Frans Timmermans is also a good example of this kind of discipline. There is no reason why ambassadors and ministers shouldn’t do the same.

EU doorstep: rehearse

Usually, spokespeople do an EU Council doorstep in English and one in their mother tongue. All spokespeople should rehearse, particularly if they are not completely confident in English. One way to manage this could be for PR advisers or aides to do a quick run through of the main messages/reactives in the car on the journey to Council (or just before if the PRs aren’t going as well). Switching to English at the beginning of the journey would be even better because the ambassador or minister will be ‘warmed up’ by the time they get to Council and won’t have to consciously change languages when they get out of the car and see the waiting media.

EU doorstep: behave confidently

Confidence is key to a good doorstep. A lot of the time inexperienced spokespeople are caught off guard and look slightly surprised and suspicious when they see TV cameras and press waiting for them at the back of the Council.  This is then picked up on camera and doesn’t do anything to give the impression of authority. Advisers should give spokespeople a steer on what to expect and between them, the spokesperson and aides should decide if they plan to take follow up questions.

The spokesperson should then get out of the car (or leaving the building) in a decisive manner, stand with firm body language and focus their eye contact on one particular journalist. This will look far more authoritative than a shifting gaze. If they have planned to take a couple of follow up questions they should take them before ending the exchange gracefully but firmly and moving inside.

There is a technique to this. David Cameron was roundly mocked for stalking off the minute he had finished speaking and not even saying ‘Thank you’ or ‘That’s all for now’. He probably thought it looked powerful and decisive but most journalists and PR consultants I speak to think he came across as afraid to be challenged.

So there is a lot that spokespeople and advisers can do to deliver a good doorstep. And done well, the journalists will be grateful because they’ve got something interesting and colourful and PR advisers will be happy because their spokesperson has been quotable and in control.

Here in Brussels I train officials and politicians to handle doorsteps and other media opportunities. If you think you or your spokespeople are missing out why not get in touch and discuss how I can help.

EU Doorstep: advice from elsewhere

Politicians and officials are not alone in facing doorstep or ambush interviews. Here are some tips from elsewhere that apply more widely.

This one from a PR company  gives tops for dealing with aggressive and persistent ambush interviewers.

Here is some advice to would be journalists on how to do an ambush interview. Its included here as it is good to understand what happens in the mind of the doorstepped. In the same theme here is the BBC’s guidelines to staff on the rules of doorstepping.

Here is a very old article from PR week on the subject. I guess not much has changed except the removal from public life of Max Clifford!

Post Truth era: the problem of trust

Know your audience: why Trump may be losing ground

Know your audience is one of the basic tenets of communication. But Donald Trump’s fortunes may be on the turn – and history may conclude that his big miscalculation was misjudging his audience. His unconventional style won him the Republican nomination but is not playing so well with the wider electorate.   I really enjoyed this thoughtful piece from the BBC’s New York correspondent Nick Bryant.

As Bryant points out, campaigning for the presidency is not the same as campaigning for the presidential nomination.

Know your audience: why Trump may be losing ground

Know your audience: Trump is the hero of angry Americans

Many thousands of words have been written about how Trump’s free-wheeling, deliberately politically incorrect, communication style has made him a hero of angry Americans who feel disenfranchised by the Washington elite. The problem he faces is that having got those votes in the bag, to win, he now needs to appeal to Americans who are not quite so angry and who have a more nuanced approach to politics, and social and economic problems.

As we have talked about elsewhere, political speeches need to be an emotional journey that ends up with the audience feeling they have been understood and they can see a better future for them and their family. The problem in politics is that there is not one audience there are many. There is not one thing the electorate care about but many. That is why so many hours go into crafting messages and speeches. It is hugely complicated and a profession in itself.

Trump’s campaign has at least been entertaining because to a large extent he has ignored those conventions. Marie Claire is among many publications that has pulled together a list of the extreme, offensive and rather stupid things Trump has said. It is worth a read.

The whole political phenomenon of protest votes for very non-traditional politicians is fascinating. And something that we will return to again and again. But just last week the conservative journalist Janet Daley argued in the Telegraph that we are entering the ‘Age of Stupid’ because politicians on both sides of the Atlantic are saying stupid things and not just getting away with it but being applauded.

Know your audience: 5 common mistakes

But to return to the mundane: if in the end, Trump is misjudging the wider audience, he is making a mistake that many people make in presentations and in media interviews.

Professional communicators have always to ask: who is the audience, as well as what is the message.

In media training, we see five ways people misjudge their audience.

  1. The most obvious miscalculation is that people use jargon, treating the journalist and the audience as if they were professional colleagues and using technical or specific language or acronyms that simply don’t work in a more general group of people, This can be medics talking about ‘health outcomes’, bankers talking about ‘unauthorised borrowing’ or international aid people talking about ‘beneficiaries’ and ‘capacity building’.
  2. Another obvious miscalculation is that people forget they are speaking to an external audience and share information that is confidential. For example, they share business targets or margins, or they are much too honest about the underperformance of their own team or another part of their own business. It is really common for people to tell journalists all about some new initiative that has not yet been announced – giving the journalist a scoop and the poor PR person who has been working on the launch a real headache.
  3. Another mistake I often highlight is too much focus on making money. In the UK and Europe making money is not seen as virtuous (this is not true elsewhere in the world). It is typically not a good idea to talk externally about your money-making ambitions. Much better to talk about the improvement in the experience or lives of your customers. This is not true if you are talking to the investment media: investors want to understand the business model and where the profit is, but for a general audience it is better to speak about your business as if it were a well-run charity. If asked directly by a journalist about the commercial ambition, it is best to be coy. I suggest phrases such as ‘of course we are a commercial organisation but the important thing is… ‘ We then suggest shifting the focus to the public benefit.
  4. Often when talking to a general audience there is a need to state the obvious. As journalists, we are taught to always consider the ‘helicopter view’. Remind people of the big picture. If you have spent months designing a computer system you will be stuck in the weeds of functionality and bugs – but if you are speaking to an external audience, you will need to remember to articulate why it was needed in the first place.
  5. And finally it is not just the helicopter view: a general audience needs to be reminded of things a speaker can assume are obvious. I call this sign-posting. A really typical mistake is a scientist throwing up a complicated PowerPoint slide with several graphs and lots of data points and saying ‘so what is obvious here is…’. And of course it is not obvious at all. The professional communicator knows you need one chart, not four and you need to explain the basics: ‘this chart plots weight loss over a one-year period with time across the bottom and combined weight of the group on the Y axis’. With that sort of introduction to the slide, everyone has a chance to work out what is going on. But sign-posting can also be as simple as ‘last year’ and ‘this year’ or ‘why this matters is….’

So if you are planning a media interview take AIM: work out who your Audience is, what your Intention is and then work out your Message.

Our advice would also be to avoid outrageous sexist comments or any wildly racist generalisations.

 Photo used under Creative Comms Licence

Allsorts 23

In defence of clichés

Allsorts-23-300x211Clients often express horror and disgust at the idea of using a cliché in an interview. They feel, as serious professionals, that they should not be using what they see as trite, overused and near meaningless phrases to talk about their important issues.

Well, there are some clichés I hate and would never use but in general I find clichés very useful.

Divided team

This is a subject that divides Media Coach trainers. Some of these professional wordsmiths, whose writing skills were honed at Reuters and the BBC, are reluctant to write anything that might be seen as ‘lazy’. Others, like me, are delighted when technical people can tell their story in colloquial language.

Arrogance

A knee jerk dismissal of clichés is, for me, an arrogance of the chattering classes.  Cliché’s communicate meaning quickly and in a way that is familiar and inclined to provoke empathy. Clearly that is not true if it is your pet hate cliché (mine is ‘at the end of the day’ which I once counted 17 times in one interview on Radio 4.) But phrases such as,

‘It’s like buses, nothing for an hour then three come all at once’
or
‘Horses for courses’
or
‘There is no one size fits all’
or
‘There’s a time and place for such things’

All of these are instantly recognised in the UK and communicate meaning very quickly.

Owned by the people

Madeleine1

Trainer Madeleine Holt believes acceptable clichés have to be in common parlance

My colleague, Madeleine Holt, says clichés are bad news unless they ‘owned by the people and routed in our history and common parlance’. She cites ‘don’t rob Peter to pay Paul’ as being a good example. She avoids, in messaging, anything that echoes known ‘spun’ phrases. So ‘Education, Education, Education’ she sees as having strong echoes of the Blair era of spin and therefore to be avoided at all costs. Similarly, we would probably all agree that ‘green shoots of recovery’ should not be used because when Norman Lamont used it he was lying, or perhaps misguided. Either way the folk memory has negative connotations.

Laura Shields in Brussels wrote a whole blog on how ‘game-changer’ was a grossly overused and now a meaningless phrase. I happen to completely disagree with her!

Oliver Wates, once a senior editorial figure in Reuters and our go-to person on written style, is inclined to wield the red pen when it comes to clichés.

Judicious

Despite the prejudices of these very clever people I will continue to advocate the judicious use of clichés and why – because I am always seeing my carefully chosen phrases in the write up of my clients interviews. Journalists are actually very predictable and rarely turn down a good cliché.

Why we all need an elevator pitch

Why we all need an elevator pitch

I have come to the conclusion that each of us who represent our business to the outside world, however that is defined, needs to have a honed and perfected elevator pitch.

What is an elevator pitch?

It is a succinct, thought-through and rehearsed explanation of what the business does.

Why do we need one?

Why we all need an elevator pitch 2

Can you describe your company in the time it takes to move between floors in an elevator?

Because the world is complicated and we all assume too often that others completely understand where we are coming from and what we do. Most people interviewed at the start of media training make daft assumptions about the knowledge of the journalist. Once this is pointed out, it is obvious but it is not just relevant for journalists. I am always using my elevator pitch when introduced to new people. I lengthen or shorten it depending on the circumstances.

What are the elements?

I think the elements are first an overview or helicopter view. ‘We sell software that helps people cut their use of paper and save money’ or ‘we provide a wide range of personal and business insurance for the UK market’ etc. Second a bit of detail e.g. size of the business, number of employees, range of contracts, key clients etc. and finally an example of a good piece of work you have done.

Do I need to include the history of the business?

I believe the history of the organisation is only relevant if it is memorable and interesting. If it was started in a cow shed in 1901 or was the brainchild of an astronaut, use it, otherwise don’t bother.

Why is the overview so important?

Because detail makes no sense to people if you don’t provide a frame for it. Once you have the frame you can hang different things on it, but you need the frame.

Why so much emphasis on numbers?

Numbers allow people to understand scale, whether that’s scale of an operation, scale of the growth, scale of the potential market. Without scale, people are left wondering or guessing.

Do you really need examples?

Never miss the examples, they are always the things people will remember after they forget the overview and the numbers.

Warning! Do not try to be all things to all people!

Sounds daft but this is such a common mistake. A story I often tell from the early 2000’s when I was media training a start-up in the dot-com boom.

Me: ‘What is your website for?’
CEO: (aged 22): ‘It’s for all sorts of things, all sorts.’
Me: ‘Okay, what sort of people do you envisage visiting your website?’
CEO: ‘All sorts of people’
Me: ‘So, what might prompt them to visit the site?’
CEO: ‘Oh, all sorts of things!’

I left after three hours none the wiser what this company planned to do (of course, it is possible they didn’t know either which is a different problem.) Much better to give an idea and then layer in further information later if you get the chance.

Warning! Avoid positive bland!

This is another major problem. People think it is impressive to say ‘we provide a great service for our customers’, ‘we help clients become more efficient’, ‘we help make staff more productive’. No detail and only positives means it is unconvincing propaganda. You might as well not bother.

Warning! Do not use the org chart unless you have a diagram!

People are tempted to explain how many division and subdivisions there are in the company. This really will bore the pants off anybody and is difficult to hold in your head unless it is very simple (e.g. two divisions, one UK and one European focused) or you happen to have a diagram to hand.

We ran a competition at a conference (ECS 2015) last year asking people to do their elevator pitch to camera. We called it the Message in a Minute challenge. Even PR professionals found it remarkably difficult to do it well. Here is an example from our trained friend: how do you think she did?

getting media interview basics right

Remember to get the basics right

You’d think that being the chairman of a high-profile group campaigning for Britain to stay in Europe would at least require you to remember the name of the organisation concerned.

You’d think.

But as Lord Rose, chairman of the ‘Britain Stronger in Europe’ group discovered in an interview with Sky News, even such obvious details can slip from the mind in the heat of the moment.

“I’m Stuart Rose and I’m the chairman of Ocado,” he started telling political editor Faisal Islam before realising that whilst true, that role was not relevant to the interview that was about to follow.

“Sorry – chairman Stay in Britain… Better in Britain campaign,” he stuttered, before trying to clear the decks with “Right, start again!”

Sadly, the next two versions were no better.

“I’m Stuart Rose and I’m the chairman of the Better in Britain campaign…er… Better Stay in Britain campaign.”

Four attempts, none of them correct. Not only embarrassing, but also a mistake which went onto overshadow his key message – the claim that the EU brings in an additional £670,000 a year for the average British business importing or exporting goods within the union. Very few of the media reports which followed that interview made mention of his key statistic, and chose to highlight his opening errors instead.

A mistake like that matters. If the chairman of an organisation can’t remember what it’s called, why should anybody else? And with a plethora of different pressure groups campaigning variously to stay in or leave the European Union, yours needs to stand out.

So how can you make sure you don’t forget something so fundamental?

The key is good old-fashioned practice. As well as going through possible interview scenarios in advance, something called ‘tongue-memory’ comes into play, making it easier to remember those words and phrases which have actually been uttered out loud beforehand.

You should also seize any useful mnemonics available out there. The more unusual, the better – and as far as Lord Rose was concerned, he had already been offered a helping hand by his rivals.

Eurosceptic campaigners positively enjoy referring to the ‘Britain Stronger in Europe’ group as ‘BSE’ for short – the unfortunate acronym also standing for Bovine spongiform encephalopathy, or mad cow disease, which led to the EU banning British beef in the 1990s.

All he had to do was take their acronym on board, and use it to spell out the correct order of the letters beginning the words in his group’s name.

Simple, dramatic and effective – and even more powerful because it uses an intended insult from the very people opposing you, to help you on your way.