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Metaphors for Persuasion

Metaphors are one of those things: the more you learn about them the more they reveal themselves as a secret, powerful influence on the way we as individuals and as a society think.

Violent Crime as a Public Health Issue

In the last couple of weeks, the idea of treating violent crime as a ‘public health’ issue has garnered a few headlines.

Metaphors for Persuasion

Here is the FT reporting on an initiative being announced by Sajid Javid. This announcement followed a similar one from the mayor of London Sadiq Khan last month.

It is not a new idea but the government is launching a consultation on using it as a country-wide approach to serious violence.

It’s a system pioneered originally by a US epidemiologist Gary Slutkin who worked in the 1980s on the spread of cholera, TB and HIV in West Africa. By plotting new outbreaks on a map, he and his team knew where to intervene to stop an isolated case becoming a new hot spot.

Gary Slutkin, a Professor of Epidemiology and Founder and CEO of Cure Violence.

Slutkin then returned to his native Chicago where the murder rate was rising and he used the same technique to tackle violence. Plotting murders and gun crime on a map allowed specially trained teams to intervene and ensure one potential ‘trigger’ event was not allowed to spark a whole range of follow up violence and murder. The full details are explained in this Ted Talk.

The public health approach to violence has since been piloted in Glasgow by something called the Violence Reduction Unit and Strathclyde became the first police force in the world to formally adopt a public health model.

From Metaphor to Policy

In this case, the comparison between epidemiology and violence has developed from metaphor to policy. But to me what is interesting is that by thinking of one thing (violence) as another (outbreak of disease) hundreds if not thousands of people have been able to think differently about a solution to a problem.

Using a metaphor changed the way people thought. And actually, this happens, for good and bad, every day.

War Metaphors for Tackling Cancer

In 2012 the British Medical Journal (BMJ) published an article from an oncologist entitled ‘Stop using military metaphors for disease’. Natasha Wiggins was not the first to suggest that military metaphors can unhelpfully influence a patient.

A decade earlier the journalist John Diamond who subsequently died of Cancer wrote:

“I despise the set of warlike metaphors that so many apply to cancer. My antipathy has nothing to do with pacifism and everything to do with a hatred for the sort of morality which says that only those who fight hard against their cancer survive it or deserve to survive it – the corollary being that those who lose the fight deserved to do so.”

Others have suggested that a fighting attitude to cancer is not always conducive to recovery and not helpful in facing terminal cancer were ‘losing the battle’ is internalised as a failure.

Do War Metaphors Serve Politics

And then there is politics: In this Guardian piece from 2015, Margaret Simons argues the use of war metaphors for describing politics helps to alienate voters. She writes:

“Our use of battleground metaphors obscures the fact that politics is largely about working out how to live together – how to build wealth, and how to share it. How to balance freedom and responsibility for others. It is about ideas, communication, persuasion and process – and nothing to do with war. We have wars when politics fails.”

The Power of Metaphor

I became aware of metaphors as a media trainer and then whilst facilitating messaging sessions. Helping organisations with messages is now almost half my work.

Metaphors are hugely useful for crafting a quote that journalists will write. Simply describing something as a ‘new dawn’, a ‘game changer’ or naming a trend as a ‘turning tide’ or dubbing an economic outcome as a ‘deal dividend’ will almost always influence journalists. What has become clearer to me is it will also influence people’s reality.

The more you use this amazing tool the more you realise you are not just describing something in a way the helps people understand reality: you are distorting or creating a new reality.

And that is why they are so good at persuasion and also why they have to be used with consideration and care. To be old fashioned I would say – they have to be used ethically. We should all pay a lot more attention to metaphor.

The art of oratory

The Art of Oratory and the Attorney General

The art of oratory is an old-fashioned way of describing the skill of mastering an argument and delivering it to move an audience. And there was something old-fashioned and somewhat extraordinary about a Tory conference speech from someone I had previously never heard of.

Somehow I had missed the story about the richest MP trying to claim 49p for a pint of milk, which seems to be the only previous time Geoffrey Cox made news headlines.  After his speech, The Spectator dubbed him the most important politician you’ve never heard of, and the Mirror called him the ‘Tory Gandalf ‘.

Barnstorming Speech

The recently appointed Attorney General, Geoffrey Cox spoke for a little over 11 minutes, as the ‘warm-up’ act for the Prime Minister. He spoke without notes in a barnstorming performance that was entertaining and uplifting. It was a call to arms for an embattled Prime Minister.

As ever, I am not commenting on the politics of what Geoffrey Cox says, but feel compelled to call out the fact that he said it really well. Those of us who aspire to be really good communicators can learn a lot from watching someone who really can deliver a speech.

Here is the speech:

Speakers Notes

This is what I see in this speech.

  • Within seconds of arriving on stage, the speaker connects with his audience, with a self-effacing comment. You feel he is really talking to the people in the audience, not broadcasting.
  • Because he speaks without notes he is able to stand beside the podium not behind it. One of my colleagues, Eric Dixon, always advocates this as a way to give you a better connection with an audience.
  • He is incredibly relaxed on stage. He could be standing in his living room, not in a conference hall of hundreds with a TV audience of potentially millions.

A Big, Big Voice

  • He has an amazingly deep and loud voice. Our voices are produced by a muscle and the more you use it, the stronger it gets. Professional teachers nearly always have loud voices, I have a very loud voice, and my camera operators are always having to adjust for it. Geoffrey Cox has spent his life in courtrooms and has a big, big voice. He has also learnt (I assume learnt) to make it melodic.
  • He speaks without notes – immensely impressive.
  • He quickly gets into personal and story-telling mode.
  • He pauses as much as he speaks – he speaks slowly and gives himself lots of thinking time.
  • He articulates every word – even long difficult phrases.

A Wide Range of Tone

  • He uses light and shade. Sometimes he goes quiet, sometimes he booms, sometimes he relaxes and then he is declaiming. He uses a wide range of tones in a very short speech.
  • He is not afraid of overacting or overemphasising. There are many extremely dramatic gestures. For example, he uses his whole body, bending almost double, to emphasis his point that Britain could no longer put up with the EU because ‘the price is just too high’. It is worth noting that most of his body language is very open and even when he gets a bit ‘nasty’ for example when talking about the Labour party, he softens it with a twinkle in his eye.

I could go on. The speech was not about policy detail and it did what always works – he lifted the Brexit discussion to grand phrases ‘this great democratic mandate’, ‘we need not fear self-government’, we will ‘step out as a free independent and sovereign partner to the others’ and so on. He said a lot of sweeping things that it is difficult to disagree with but do not help with the detail of what to do about the NI border or the Galileo space project. But to be fair that was not his brief. He was asked to galvanise those at the conference to follow their leader for a noble cause. And he did.

Others have called him out as a future Tory leader but I doubt it. If he had wanted the job he would not have chosen to quote Milton. It is too old-fashioned and plays too heavily into the stereotype of a public-school-educated, born-with-a-silver-spoon, out-of-touch-with-ordinary-people Tory stereotype. It seemed to me like he was just having fun.

Communicating risk

Communicating Risk in the Media

Communicating risk via the media is really hard. A good case study for this came this weekend when The Sunday Times splashed with a leaked report from the National Police Co-ordination Centre about planning for a No-Deal Brexit.  

Risk of UK Crimewave

Under the headline ‘Police Plan for Riots and Crimewave if there is a No-Deal Brexit’ the paper runs through some alarming details of what might happen. This includes a rise in crime as Britain suffers food and drug shortages, an expectation that people will become sicker (presumably because prescription drug supplies are affected) and concern about food and goods shortages leading to widespread unrest. It also predicts widespread disruption to the national road network.

The list comes from a confidential discussion paper which is yet to be presented by the National Police Co-ordination Centre. It was not a definitive version of anything – and of course it was written by someone told to ‘imagine the worst’ so the police could plan for it.

Clearly, the report is highly newsworthy but what is not stressed in the coverage is that this was part of a process of preparing for possible events, rather than predicting the events themselves.

Risk Story Killed

It was alarming stuff and widely reported on the day, but the story has died quickly – and I think there are a couple of reasons for that. One is that the Home Secretary Sajid Javid did a great job of killing the story when asked about the report on The Marr Show on Sunday. The link is below and the relevant comments run 9:45 -11:45.

The Home Secretary’s (clearly prepared) line was ‘I am not going to comment on these things in detail but is a good thing that the police, like everyone else, is preparing’. As you can hear he repeats a version of this several times despite Andrew Marr doing his best to get something more. Had Sajid Javid said something different, such as ‘it is possible there will be food and drug shortages’ the story would have had a lot more coverage.

That probably reads as a very slight difference in the form of words but in terms of the way a journalist can report the next chapter, it makes all the difference in the world. One kills the story and the other gives it a second wind.

Editors Maybe on a Short Leash

There are probably other reasons that the story did not get out of hand.  I suspect the BBC and perhaps some others are being very careful about reporting No-Deal Brexit risk. I have no inside knowledge but, having worked in the Corporation, I suspect there have been some very serious high-level discussions – in the last few months – about responsible reporting of Brexit ‘risk’.  As I said the political sensitivities are huge and the dangers of panic, fear etc. are so obvious. Editors and senior correspondents are almost certainly on a short leash.

However, this is just the start and there are a lot more stories about ‘No-Deal Brexit risk’ to come.

The wider point is that being open and honest about ‘risk’ is hard for a number of key reasons.

Four Reasons Why Communicating Risk is Hard

Firstly, there is a general consensus that normal people do not understand the concept of risk. Personally, I am sceptical about this but it is a widely held view. It goes like this: if you say there is a small risk of a terror attack in London this weekend, what people will hear is there is a possible or even likely terror attack in London this weekend.

The assumption then is that ‘normal people’ or a high proportion of ‘normal people’ will overreact.

Secondly, any journalist reporting that comment will report ‘risk of terror attack in London’, absolutely hardening up the story.

This is exactly what happened in The Sunday Times and in The Express who both hardened up the National Police Co-ordination Centre story to get the headline.  Here is The Sunday Times link and here is The Express.

Anyone glancing across the headlines without taking time to understand the story will be misled about the probability related to the risk.

Thirdly, there is another problem of communicating risk openly and that is that people get tired of being scared and under-react. Many risks do not actually happen. And that encourages people to think they will never happen. Public organisations are understandably careful about ‘crying wolf’. Too many earthquake warnings and people do not move when they are told they really need to.

And fourthly, being open about risk can be taken as a political act. And that is a real problem. Anyone will think twice about going public about a particular perceived risk if they think senior politicians will publicly attack them.

As a spin doctor and media trainer, I would like to be able to say there is a simple formula that answers this problem of communicating risk, but there really isn’t. It is complicated, it requires very careful planning and very disciplined communicators. And it is still difficult.

 

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.

elevator pitch

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

What is an elevator pitch?

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

Why do we need one?

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 assumptions about the knowledge of the trainer-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 mean it is unconvincing propaganda. You might as well not bother.

Warning! Do not use the org chart

People are tempted to explain how many division and subdivisions there are in the company. This really will bore the pants off anybody. (For CNBC’s advice on putting together an elevator pitch click here).

We ran a competition at a conference (ECS 2015) asking people to do their elevator pitch to camera. We called it Message in a Minute challenge. Even PR professionals found it remarkably difficult to do it well.

Do you need an elevator and a message house?

In my view, typically an elevator pitch stands outside a set of messages or a message house that has been prepared for a product launch, a particular issue or set of results. Sometimes organisations ask us to help with an ‘organisational’ message house. This is most likely to be a new company or a hitherto unknown company reaching into a new market. In this case, the elevator is a shortened version of the longer and more detailed organisational messages or ‘house’. In the end, it doesn’t matter what form you use to communicate your message. What does matter is that the message is thought through, crystal clear and rehearsed.

A version of this blog first ran in March 2016

Journalists are not clients or customers

Journalists are not clients or customers – handle with care   

Journalists are not clients or customers and this seems to confuse those planning to speak with them for the first time.

One of the great advantages of being a consultant of any sort but a media trainer, in particular, is you get a huge variety of experience. We get to see and experience the cultures that have grown up inside the dozens if not hundreds of businesses and organisations we work with.

And from this privileged position I can see, with great clarity, how different people have very different programmes – let’s call it emotional programmes – running when they’re faced with a journalist (or trainer) for the first time.

Journalists are not clients or customers

People vary enormously in how they approach a media interview before they have been trained.

Journalists – how should you treat them?

These range from being much too risk-averse, convinced every and any syllable might be twisted and used against the interviewee or the company – all the way across the spectrum to people who are simply too keen to please. Where a person is on this spectrum seems to bear little relation to how senior they are, or indeed how real the media risks are.

Anyone trained by The Media Coach team will know we think you should approach journalists in a disciplined way, it is never just a chat.

Defensive interviews serve no one

However, those too aware of the risks, and without the information on how to handle the risks, will give a very defensive interview: short answers, usually unhelpful and very determined to be dull at all costs. There are lots of problems with this approach.

  • Short answers mean you give up control of the interview every 10-15 seconds and wait for another question.
  • The journalist is bound to get frustrated and feel they have wasted their precious time. They will have a problem because the interview will be difficult to write up and they may have to do more work elsewhere.
  • The journalist will find it difficult to quote the interviewee and therefore be much more determined to try and put words into his or her mouth.
  • At the very least, they will probably not want to talk to the person again.
  • But it could be worse; the journalist may conclude the interviewee is hiding something and start digging around either in the interview or separately, to try and find the dirt.

There is nothing wrong with being professionally friendly, in fact, we would advocate this as the right approach.

Journalists are not clients or customers

Waiting for a trap to spring is no way to manage an interview.

People-pleasers are more likely to say something stupid

At the other end of the spectrum, the people-pleasers run the risk of being exploited by journalists.

These people, in an interview, will focus only on answering questions in an expansive and helpful way. The problem with this is that journalists rarely know the right questions to ask – to some extent all interviews are a fishing expedition. In a worse case scenario, our helpful interviewee can be bounced around, asked and answering all sorts of questions on subjects that are not core to the organisations interests.

Journalists are not clients or customers

If an interviewee is too anxious to please, they run the risk of being exploited.

  • Helpful people asked a question that they don’t know the answer to,  may end up waffling around trying to be vaguely positive but also stay out of trouble. The longer they are talking the more likely they are to say something ill-advised. So for example, if asked about some controversial aspect of the work of a regulator for your industry, we would probably advise that you close down this line of questioning very quickly.  Say something like ‘this is not my area of expertise’ or ‘that is a question for them’ or ‘we work closely with the regulator but I am not going to comment in detail’. However, if you waffle around trying to be positive you are likely to end up saying something like ‘it’s a very difficult area’,  ‘I wouldn’t want to be in their shoes’,  ‘I know our xyz department really struggles with this’ or even ‘they’ve clearly got this one wrong’. All of these phrases can be used to build a story that suggests your business has chosen to publicly criticise the regulator.
  • Even if you don’t say anything inappropriate you will still have spent a lot of the interview talking about something you would rather not see in print.
  • Helpful people are also easy to manipulate into giving quotes they wouldn’t have chosen to give. They are more likely to pick up language from the question e.g. a journalist might say ‘I understand this is a nightmare for you’ and the people-pleasing interviewee might respond ’well it is a bit of a nightmare yes’ – enough to give a screaming headline.
  • Being overly obsequious may lose you credibility with your tough, streetwise journalist.

So we suggest you are professionally friendly, expansive (up to a point) and use prepared messages whilst closing down or moving away from questions that are not in your interest to answer. Easy really.

Media Interviews? We can help

If you would like help or training in how to handle a media interview positively and safely, we would be delighted to work with you.

Beast from the East

Beast from the East – Wrestling with the Comms

The Beast from the East gave Britain a whole host of challenges and while armies of people were dealing with the practical problems others were wrestling with the communications challenge. The train companies spokespeople didn’t quite reach the nadir of the ‘wrong type of snow’ excuses we saw a few years ago. However, many travellers across the UK have expressed frustration with the lack of information and credible explanations on why things have ground to a halt so dramatically.

Beast from the East

The Beast from the East made driving trains difficult and sometimes impossible. It also posed communication challenges.

I preface everything below with the acknowledgement that hindsight is a wonderful thing and gives you 20/20 vision. Nor am I making light of weather which has resulted in several fatalities:

But here are a few observations:

Beast from the East reporting initially guilty of hyperbole

A key part of crisis preparation follows the maxim that ‘forewarned is forearmed’ and so it was reasonable for the media to start warning people that severe weather was on the way several days before it hit. However, another key part of crisis preparation is getting the tone right. So, I began to get slightly irritated at the very start of the week when I heard weather presenters and reporters talking in terms of Armageddon, with temperatures as “shockingly cold as -5C” and “snowfall likely to reach as much as 5 – 10cms”. This is what us northerners call ‘winter’. Neither rare or shocking.

Predicting the weather and its timing is not an exact science. But with the reporting reaching fever pitch right from the start, and the weather initially only hitting the south-east hard, I noticed in Cumbria considerable ‘weather warning fatigue’. That was just before the worst was about to come and all the red weather warnings were being issued for other parts of the country. The hyperbole early in the week might explain why later people took the decision to travel, despite being told not to. Sometimes with very serious results. A reminder that timing and perspective are vital for effective communication in a crisis.

Beast from the East

Train operators: no credible key messages

During severe weather in 1991, a hapless British Rail spokesman infamously tried to explain in an interview that mass train cancellations were caused by the type of snow. The media instantly pounced on his comments and he was held up to ridicule.  ‘The wrong type of snow’ even has its own Wikipedia page, helpfully explaining that “in the United Kingdom, the phrase became a byword for euphemistic and pointless excuses”.

So, I can understand why those caught up in a crisis are often reluctant to stick their head above the parapet and face the media. But, on the other hand, most types of crises can be foreseen, even if the exact timing of them cannot. So, while we don’t get bad winters as often as we used to, they are still fairly regular events, and I have found it surprising that, in the coverage I have heard this week, train operators in particular didn’t have more credible and understandable messages prepared to explain the delays and cancellations travellers were facing.

You can tell from the tone of this interview with Adam Fairclough of TransPennine Express on Radio 5Live’s Wake Up to Money on Friday 2nd March – that the BBC journalist is also sceptical of the messages. The interview starts at 37 minutes 35 seconds and is only available for another 24 days.

Clear messages are only part of what is needed to face journalists in a crisis. They will only be credible if you have sufficient examples to make them real and understandable. It’s always an indication that your messages are not fully developed if a journalist starts asking for examples to explain what you mean, as happens towards the end of the interview. Another clue: the journalist starts arguing with the examples given, as happens here with the journalist saying “if traffic lights continue to work on roads why can’t signals on railways?”

Social media: a picture is worth a thousand words

While word pictures are vital to back up your arguments, use of social media in a crisis can really help you get your point across. One good example is the pictures and video Direct Rail Services posted on their Twitter feed which show far more effectively than words ever could what they were having to deal with during “The Beast From the East”.

Beast from the East

 

Images from Twitter

 

 

 

 

 

 

rail passenger communication

Rail passenger communication in the dark ages

Rail passenger communication needs to be dragged into the 21st Century.

Stuck on a train, in the snow, trying to get to a training session on time or catch a flight must be among the most frustrating, the most stressful and the most unpleasant experiences of my life.  And I had a number of those experiences last week.

rail passenger communication

Snow led to widespread chaos on the trains but the communications with staff and passengers was also chaotic and unreliable.

Rail passenger communication was sparse and mostly wrong

What made them a whole lot worse was the complete lack of reliable information from the train companies. It was absolutely clear that the station staff and the conductors and drivers on the trains were also simply not being told what was going on. Information that did come through was late, out of date or just wrong.

It is astonishing that a few inches of snow and temperatures just a few degrees below the norm can cause such total widespread chaos.

In this super-connected world people expect to be told what is happening

But even more astonishing that with all the technology we have today to stay connected, the train companies, in particular, are so bad at keeping front line staff and passengers up to date.

On several occasions, I heard station staff in high vis jackets standing on freezing platforms telling passengers “We’ve got no idea mate!” Before the widespread adoption of the telephone this would be understandable but in the super-connected 21st century it is not.

It wasn’t just the station staff in the dark and out in the cold. Drivers and conductors did not fare any better. Nicky Marcelin-Horne was a passenger stuck overnight after getting on the 17:35 from Waterloo to Poole. It came to a halt somewhere in the New Forest and most of the passengers did not get off until morning. Speaking to the Evening Standard she said:

“The guys on the train were trying to help and keep us informed but they didn’t really know what was happening.”

On my stuck train, the conductor was trawling websites from his personal phone to try and work out what was happening.

Again I am aghast. How can this be so? People on the stranded trains were tweeting and posting on Facebook. Mobile phones were working even if the comms technology on the train wasn’t.  Surely someone from a control room should be telling staff what is happening.

rail passenger communication

For me, all this is a really visceral reminder of how crucial up-to-date, accurate information is to help people cope with unexpected and changing conditions. I made the wrong decisions about which train to get on (repeatedly), and whether to cancel a journey. With better information I would have made better decisions.

Crisis communications need planning and investment

It’s not the same as crisis communications via the media but there are a lot of parallels. Crises or disruption are always going to happen although the exact nature and the timing can never be known in advance. But, as we always say, an awful lot of things can be planned ahead of time. The problem is, it takes investment of time and money and it is human nature to put such investment to the bottom of the to-do list.

But, in both cases, when things do go badly wrong there are expensive enquiries, angry customers, huge loss of brand value and lots internal people saying ‘but we told you this could happen’.

 

Images from Twitter

 

crisis

Crisis management: that’s the way to do it!

In my last blog for The Media Coach, I wrote about the importance of facing the media during times of crisis.
In that article, I credited former UKIP leader Henry Bolton for agreeing to take part in interviews with journalists after the revelation of racist texts made by his new girlfriend but criticised his lack of messaging skills.

crisis

Chief Constable Jon Boutcher made the difficult decision to let the filming continue as one of his own team was arrested.

Crisis management: superb example

One month later – and I note in passing that Henry Bolton is no longer the leader of UKIP –  a superb example of how to engage with the media in a crisis has come to light.

It follows filming for 24 Hours in Police Custody – Channel 4’s fly-on-the-wall documentary series set inside Luton police station. During a recent blackmail investigation, it emerged that the blackmailer himself was not only one of the police officers working on the case, but part of the team monitoring a local lay-by where the £1,000 hush money demanded had been left for collection. Newspaper coverage of the case can be found here and the subsequent video of Detective Gareth Suffling’s arrest can be seen here.

Warts and all: how we deal with people

So why did the Chief Constable not pull the cameras and refuse to let the footage of the arrest be shown? In Jon Boutcher’s own words during a BBC TV interview the morning after the programme was transmitted: “What this programme shows, warts and all, is how we deal with people with care and respect – whether they are a member of our own or a member of the public, when they commit offences. And how can we get our public to trust us and to have confidence in us if they can’t see who we are as people? I think the programme demonstrated last night just how we deal with people who sadly on occasions let us down in the police service.

“This is a human tragedy in my view – the story of a young guy, a Detective Constable with an incredible future – who, for whatever reasons, and I don’t think we’ve ever really fully understood why he did what he did… And that concerns me. It concerns me with regard to how that could have occurred… If people are in trouble, if people are struggling in any way – whether it’s financial or otherwise – they should reach out for a helping hand.

Crisis management: transparency is key

“I accept that this programme and full editorial control sits with Garden Productions who make the programme – not with me. It would be against the values as to why we do this programme, if suddenly when we don’t like something, we shut it down… But what is more transparent, for our communities to see who we are? Normal people, from their communities, as public servants, policing those communities in the very best way we can.” His full reasoning can be found in this YouTube video.

It was a brave and controversial decision. Indeed, Jon Boutcher admits that he’s had criticism from colleagues, including other Chief Constables, with regards to the previous series. But in agreeing to show the footage, he demonstrates a level of police accountability, transparency and fairness which immediately goes some way to repair the damage caused by the initial arrest. And how much worse would it have been for Bedfordshire Police to have been seen to be trying to hide the film, once news of the arrest came out, if they had prevented it from being shown?

What’s more, Jon Boutcher talks about the case in conversational language (“warts and all”, “human tragedy”, “helping hand”), far removed from the ‘police-speak’ we are so often subjected to; a memorable message, said powerfully.

As an extra benefit, he adds: “the interest we’ve had from people now seeking to join the police service because of this programme, is really encouraging.”

 

Picture is a screen grab from YouTube.

Crisis media interview

Crisis Media Interviews: Face the music – but sing from the right song sheet

Crisis media interviews are understandably terrifying, and most people chose to avoid them and stick to that familiar phrase ‘no comment’. Here at The Media Coach, we spend a lot of time encouraging those who suddenly find themselves in a difficult situation with the media, to be bold and accept requests for interviews.

The PR best practice handbook, were it to exist, would explain that the ‘vacuum’ which would be caused by the absence of timely comments can quickly be filled by something even more damaging. If you don’t talk it is likely your enemies or detractors will.

However, it’s absolutely critical on such occasions the spokesperson has his or her messaging sorted with pin-sharp accuracy, as well as preparing and rehearsing answers to the tirade of negative enquiries.

Henry Bolton had clearly not been given such advice. The UKIP leader (at the time of writing, anyway) had left his wife and children for glamour model Jo Marney who subsequently was discovered to have sent racist texts, some of which were about the most recent addition to the royal family, Meghan Markle. Bolton appeared on national TV and radio the morning after he and his girlfriend had decided to part company.

 

Whilst credit goes to him for facing the media in a series of interviews (BBC 1 Breakfast, BBC Radio 4, ITV’s Good Morning Britain, LBC, Talk Radio and the rest), what emerged was a confused, chaotic, hesitant, and humiliating performance which was almost as destructive as deciding not to do the interviews in the first place.

For the benefit of others who might find themselves facing a series of crisis media interviews, here are three main reasons why every single interview went so badly:

1) Misplaced concern

Unbelievably, during all of his media interviews, Bolton seemed more interested in talking about how “absolutely distraught” his former girlfriend was with the fallout from her racist messages than the offensive nature of the texts themselves. He also suggested that he wanted to “help her re-build her life” and “support her family” (these are the relatives of someone he had been dating for just four days), rather than talking about the support he might provide for his wife of seven years and their two young children back at home.

2) Arguing over minor details

If Bolton had prepared his key messages, he would have been able to focus on getting them across. Without them, he wasted time and effort trying to contradict the interviewers on minor, irrelevant points. So he tried to claim that Jo Marney’s messages had “been taken out of context” – although failed to reveal what sort of context would make such messages acceptable. He also talked about the fact that the original messages were meant to be private (as if that suddenly made them OK). Similarly, when it was put it to him that the content of the messages were “still her views”, he tried to argue “Well, no they’re not, actually” – but failed to explain why anyone would expound views which they didn’t believe.

3) Ambiguity about the future

When events in the recent past have been as chaotic as those experienced by Henry Bolton, the future should have presented a chance to make statements which are simple, clear and unambiguous. But that opportunity was missed, with the curious suggestion that “the romantic side of our relationship is over”, whilst adding that they were “not breaking contact”, then arguing that he hadn’t “dumped” her and that he would be “standing by her”. Both journalist and audience could be forgiven for being left uncertain about what the nature of their future relationship might be.

So whilst it’s almost always better for interviewees to face the media, they should do so only when they’ve got their messaging and reactive lines sorted out. To his cost, Henry Bolton is an example of a man who had neither.

If you would like further reading on this, my colleague Catherine Cross wrote a blog some weeks ago with her top tips for handling a crisis including crisis media interviews. 

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.