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using pictures

Using pictures to make your ideas memorable

Using pictures will help make your message memorable. This is a known and understood statement of fact. Advertising, speech writing, politics and data science all apply the idea that ‘a picture is worth a thousand words’. And yet this simple concept is so often left on the shelf when it comes to business communication.

I am thinking about his because I recently watched a documentary about the World Memory Championships and had a bit of an ‘a-ha’ moment. I had heard of memory palaces but I hadn’t quite got it all clear in my mind. Here is a trailer for the documentary which explains it pretty well.

 

As a result of watching the full documentary, I am currently trying to learn ‘The Major System’ so I can remember numbers more easily. I am doing this for fun but it is an interesting exercise in using pictures for memory.

Here is another really simple but helpful Ted Talk which is misleadingly titled but is about the power of pictures.

I have some other tips for using pictures for communication.

In presentations:

  1. Take the bullet points off the slides and use pictures instead.
  2. There are myriad of sources for pictures you can acquire for free or cheaply. We use Pixabay and Flickr – both free, but also Istock. I have recently discovered beautiful.ai which is all about online slideshows but has a vast library of great pics.
  3. Use your own photos. In professional life, I think there is vast scope for whipping out the phone and taking photos of your team, your projects, your commute or something else that just speaks to you. Using these in your presentation in a considered and logical way can make the whole thing fresh and inclusive.
  4. Use photos but draw on them or annotate them. (You can buy software that adds speech bubbles. although there are cheaper ways to do this.)
  5. Childish sketches or hand-written diagrams can also work if you dare to share them.

 

using picturesusing pictures

 

 

 

 

 

 

 

 

 

 

 

In conversations or interviews:

Create a picture in people’s minds. If you do this your idea will be remembered. All you have to do to do this is to use tangible language.

If you talk about ‘the discomfort of public transport’ you will not create a picture. If you say ‘standing in the rain waiting for a bus’ or ‘squashed into a commuter train with someone’s backpack in your face’ you are creating pictures.

I remember someone talking to me about ‘data cleansing’ for a pension fund. It was all rather dry and unmemorable until she spoke about her first ‘data cleansing’ job which started in a dusty room full of hand-written ledgers. She didn’t actually show me a picture – I created the picture in my mind, and several years later I remember it well. Below is exactly as I imagined it.

using pictures

I am always interested in good sources of pictures or fresh ideas of how to use them so please feel free to share.

misspeak

Another Misspeak: Strachan Reminds us that Stream of Consciousness is Dangerous in a Media Interview

Another misspeak this week has landed a respected former football manager in hot water.

Strachan’s Confused Misspeak

If you watch TV sport, you are probably aware that Gordon Strachan, a former Scotland and Celtic manager, has been dropped as a pundit on Sky Sports after drawing a comparison that has infuriated many. He has apologised but the story is still running after several days.

misspeak

What actually happened? Well early in the Thursday night programme, The Debate, panellists had been discussing the problem of racism in football, prompted by Spurs and England defender Danny Rose, considered to be one of the most talented players of his generation. He said he couldn’t wait to see the back of football because of the racist abuse he suffers – and because of the lack of action taken against offenders.

Later in the same programme, the discussion turned to whether Adam Johnson, a footballer who has been released from prison after serving 3 years of a sentence for child sex offences, should be allowed to play again. He was found guilty of having sexual contact with a 15-year-old fan.

Strachan, who has said he would be happy to sign Johnson given that he had served his time, appeared to draw a comparison between the racist chants and the potential for abusive chants if Johnson appeared back on the pitch. He posed the question:

“If he (Johnson) goes on to the pitch and people start calling him names, have we got to do the same as it is to the racist situation?” Strachan said. “Is it all right to call him names now after doing his three years – have we got to allow that to happen?”

Misspeak trouble can come from nonsense

It’s a fairly non-sensical sentence and certainly not a thought out position. The nub of the argument is that many believe Johnson deserves abuse while (clearly) black players do not.

Whilst Strachan’s comments were ill-advised, and clearly not well thought out – the sentence barely makes sense – it is clear to me that it is extremely difficult to pick wise words all the time. It is extremely easy to say something stupid, or non-pc or just plain wrong in a longish conversation, in which you are being treated as an expert. We see it time and time again. It is not easy to be a professional pundit and in the age of Twitter, it is easy for anyone to misspeak in public or in the media, and kick up a hornet’s nest of fury.

misspeak

Misspeaks: a Long List

So next time someone tells you that they do not have time to ‘work on their messages’ ahead of a media interview, and they do not need Media Training, remind them of this long list of people who misspoke in an unguarded moment. Some just had an uncomfortable few days, others lost their jobs or ended up in court.

If you can remember some I can’t, please do share.

 

Is your message boring image

Is your Message Boring but Important? Important but Complicated?

Is your message boring or overly technical? What can you do to make it more digestible?

Making the Boring Digestible and Memorable

Those of us who care about communication –  and who work with businesses or organisations –  are constantly challenged to make something inherently complicated, easy to understand. It is not unusual to find organisations who have struggled for years with this core problem. Sometimes the spoken word really is just not enough and there is a need to be more creative. Here are some random examples of clever ideas, which I share, hoping they will provide all of us with inspiration.

BA Comic Relief Safety Video

I have been doing a bit of travelling recently and one cannot but admire the brilliance of the British Airways Comic Relief Safety video. Trying to get frequent fliers to pay attention to flight safety (whilst also getting them to donate money to Comic Relief) must be one of the biggest message challenges there is – particularly as the obvious option of scaring the bejabbers out of passengers – is not available. If you haven’t seen the second edition of this, the Director’s Cut is here:

Information is Beautiful

Information is Beautiful by David McCandless is a fabulous coffee table book which I think I must have lent to someone (if it’s you can I have it back please). It has literally hundreds of examples of different ways to present information visually. To reach the standards of ‘beauty’ demonstrated in the book would require a designer and a reasonable budget, but if you are just looking for inspiration for the latest PowerPoint presentation, you might find something you can replicate.

Is your message boring image

Is your message boring image

Of course, there are many other sources of inspiration for graphics. Infographics have come of age in recent times and can be a great way to get a message out. It seems to me you will still need a creative designer and a budget, but they can certainly have an impact. Although the word inforgraphics is modern, the idea has been around hundreds of years. This is a blog about graphics that changed the world – including the Florence Nightingale one pictured below. Nightingale’s charts illustrated month by month, the overwhelming number of deaths in Military Hospitals caused by preventable diseases. It changed hospital practice forever.  Others mentioned in the blog are Mendeleev’s 1869 Periodic Table and Harry Beck’s 1931 London Underground Map.

Is your message boring image

Tell a Story

I am not going to reiterate all I have said before about story-telling and how important stories, examples and anecdotes can be in message building. But there are people out there who are going one step further: weaving important information into a fictional story. This strikes me as being very hard work but is something of a specialism for the author Patrick Lencioni. He writes about business management and teams and I have read and enjoyed ‘The Five Dysfunctions of a Team – A Leadership Fable’.

Is your message boring image

 

Most of the book is the fable or fictional account of the challenges faced by a new CEO tasked with turning around a cash-burning start-up. In the end, there is an analysis of the story explaining the ‘best practice’ that can prevent or deal with the problems faced. It’s clever and makes the otherwise dull topic, very digestible.

Another clever person trying to make learning easier is Matteo Farinella. He combines storytelling with comic style drawing using fantastical drawing to explain neuroscience in his book  Neurocomic.

In this example of his style covered by a creative commons licence, he is illustrating the water cycle.

Is your message boring image

The Humble Metaphor

It is not possible to leave out from this list my old friends – metaphors, analogies and similes. So often they explain things very well, either verbally or visually.

When Sir Ian Cheshire, Chairman of Debenhams wanted to kill a story that the company was insolvent this is what he said.

“The only analogy I can have to it is like having a bunch of nosy neighbours watching your house…Somebody sees somebody in a suit going into a room. The second person concludes it’s a doctor, the third person concludes it’s an undertaker and by the time it gets to the end of the day you’ve got the cause of death and everyone’s looking forward to the funeral.”

Social Media Videos

Finally, let’s return to videos but with rather lower production values than the BA example, we started with. I am a huge fan of the World Economic Forum’s bite-sized videos that appear on LinkedIn. An archive of them can be found here. As you can see they are very simple but very effective.

Here are five cognitive biases that could be holding you back at work

Studying your subconscious mind. 📕 Read more: http://bit.ly/2Hk9OSN

Posted by World Economic Forum on Friday, March 8, 2019

So now all we need is a story, or a novel, a graphic or a video, to explain the difference between World Trade Rules, Canada +++, Norway style deal etc. – just in case we have to vote on which one we, in Britain, want.

 

 

 

 

 

 

 

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.

Blue passport

The blue passport and the power of the tangible

The blue passport has been called an icon of British Identity. And we are going to hear a lot more about that icon in the coming weeks.

The blue passport: why all the fuss?

The blue passport was discontinued in 1988, although given the lifetime of passports there were probably a few around for 20 years after that. But this does mean roughly 20 million of the 65 million population of the UK have never seen a real UK blue passport. However, it is clearly viewed with affection by many amongst the older generations. As you are almost certainly aware, blue passports are due to be reintroduced – or an updated version will be introduced – in 2019 when Britain leaves the EU.

Blue passport

The controversy comes because the contract to print these new passports is about to be awarded to a Franco-Dutch company Gemalto. The specialist British printing firm De La Rue (an ironically French name) which, it seems, lost out in the tender process, has very unusually taken the view that this is a decision worth fighting and in public.

The legal case to have it printed in the UK and not in Europe is going to get a great deal of coverage. There are lots of reasons for this. One is clearly that the dispute neatly encapsulates the pro/anti EU argument in a simple way. But another key factor is that the blue passport itself is tangible. By which I mean you can picture it. And that is a key reason why this will run and run.

The power of the tangible

Tangibility helps people, all people, engage with this argument much more easily than with the arguments about other important elements of the Brexit process such as possible tariffs on financial services.

You can picture the passport in your mind in the way you can picture a pot of money, a bridge, or a car but you can’t picture a pension, infrastructure or the automotive industry. Being able to picture something makes it easier to grasp and easier to remember.

This is not the first time the controversies of the EU has been reduced to something we can picture. Myths about a threat to straight bananas, British sausages and a proposed ban on the word ‘yoghurt’ all became symbols of exasperation with the EU and in all cases it was a myth but the arguments live on. The BBC among others did an expose of this in 2007.

The take away: find something tangible

If you are communicating to external or other non-specialist audiences, including tangible items – examples you can picture – is a very simple way to make an argument more memorable or sticky.

Blue passportBlue passportIn a recent training my colleague Catherine Cross compared a description of a company that was doing the rounds on LinkedIn with a quote about engineering from former BP CEO Lord Browne. Both are attempting to explain a professional concept. But we think Lord Browne wins hands down because he gives examples that people can visualise and this is much more powerful than a lot of conceptual words.

Professional cerebral people are often deeply reluctant to add these tangible words to their prepared arguments because they think it makes them look stupid or they think it’s irrelevant and unnecessary. We think tangible elements are hugely valuable in any argument and should be shoe-horned in at any opportunity.

Create a picture in people’s minds and your argument is more likely to be remembered.

The Media Coach is constantly involved in helping companies and organisations create ‘sticky’ messages. If your organisation needs help with please do give us a call on 020 70992212.

For a previous blog on the key elements of prepared messages see our earlier blog: 8 tips for professional communicators. 

 

 

Blue passport photo used under Creative Comms licence.

 

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.

Oxfam Crisis Goldring

Oxfam Crisis notes

Oxfam is in crisis. There must be a whole book of ‘lessons’ from the implosion of this once great British organisation. An implosion caused by a seven-year-old scandal exposed by The Times newspaper last Friday. It is ghastly to watch and a text book example of a ‘crisis’ where new damaging elements of the negative story continue to emerge every day.

Oxfam will be lucky to survive

I feel compelled to declare my personal opinion about this Oxfam crisis. As many know I have worked a lot with charities and agencies in the developing world. I am a huge fan of ‘development work’ in all its guises. If more people knew the great work that is done, the more they would support it.

But it seems all too common for individual incidents of bad behaviour or bad management to be blown out of all proportion in order to discredit all or any development work. There are swathes of society who, with little knowledge of the reality on the ground in developing countries, believe money should not be ‘wasted’ helping people ‘over there’. They are quick to take any example of mismanagement or misappropriation of funds to prove their preconception. The Daily Mail in particular plays to this agenda in ways that many find hugely distasteful. My sympathy is all with Oxfam although of course not with those accused of wrong doing.

Oxfam crisis analysis

That said let’s look at the lessons of this Oxfam crisis.

Public outrage gets ahead of the law. The press likes to bay for blood as soon as any act that would offend a Victorian prude, comes to light. (Always remember this is fake outrage. Few journalists are paragons of virtue in their private lives). The Oxfam country director in Haiti, 7 years ago, admitted to paying for sex. Just to help the headline writers, the party where this happened has been dubbed a ‘Caligula like orgy’ – by ‘sources’ that spoke to The Times. He agreed to step down but his employer, Oxfam, chose not to sack him and not to prevent him working in his profession in the future.

Bad media crises have a habit of having many chapters. If the thing journalists have got their teeth into initially in a crisis is not actually illegal they will often switch the focus to ‘transparency’. Transparency is really difficult when dealing with personnel, commercial and many other issues.

The take-way is that as soon as a crisis starts, someone in the affected organisation needs to be reminding decision-makers that at any moment the whole focus could switch to ‘transparency’. Organisations need to be prepared to be totally transparent or find rock-solid reasons why they cannot be. Transparency can be brutal. Here is an article in CEO Magazine about transparency in a crisis.

Oxfam crisis: what could be done

Anyway, the only way to stop a crisis like this once it gets going is:

  • Sack a whole load of people or have them resign. Be careful if you sack, they may sue as Sharon Shoesmith, the social worker in the Baby P case did. And she won. Story here. 
  • Make an abject public apology. Here is Oxfam’s from CEO Mark Goldring. 
  • Make vast amounts of detail available to journalists who will quickly get bored.
  • Have spokespeople trained and ready to handle the sort of aggressive questioning that we have seen on every serious news programme.
  • Hire someone like Alistair Campbell or a specialist crisis firm (or us) to do your messaging and reactive lines. These need to be much more than wishy-washy statements of good intent. You will need substance and a forensic like approach to possible questions.
Oxfam Crisis Mark Goldring

Mark Goldring CBE, Oxfam’s CEO, made a clear and complete apology.

If you are an organisation full of decent honest people who expect the rest of the world to be measured, decent and honest you have a huge handicap. You will not realise the potential for the crisis to get out of hand and you will not expect the media to go for the jugular. One problem is that sometimes the media does and sometimes it doesn’t. Any doomsayer might be wrong and might damage his or her career by saying ‘this could go ballistic’ when it then doesn’t.

For students of media training lets look at two of the many interviews on this subject.

In this Newsnight interview with Dame Barbara Stocking, the CEO of Oxfam at the time of the Haiti operation, the scandalous bits are all the ‘outraged’ questions from Emily Maitlis. The measured responses from Dame Barbara are barely newsworthy. It was a difficult interview but overall she did well. Personally, I would have liked her to offer a solid apology and be a bit more robust in defense of the decisions Oxfam took. But she was credible and had solid answers. Note this interview was a pre-record. Not a good idea. Dame Barbara should have done it live.

Our second example is a BBC Radio 4 Today programme interview on 12th February – one hour ten minutes in, that is 7.10am. (Remember this disappears after one month.) In this unimpresive interview with Michelle Russell, Head of Investigations at the Charity Commission, it is clear that she had only one simple message and not enough detail to sustain the interview. She appears to be taken aback that Matthew Price, the interviewer, is questioning the competence of the Charity Commissioners themselves. She struggles to cope with what for her was apparently unexpected aggression.

It is the season of sex scandals

It is the season of sex scandals. Post Harvey Weinstein, many things that might in the past have not seemed to be a scandal – potentially are now. I doubt any organisation has no skeletons in the cupboard and I expect most have no idea how they would cope if the spotlight turned on them.

The Orville imagines the rule of law administered by twitter

I cannot finish without recommending a recent episode of The Orville – a brilliant skit on Star Trek running on Fox. In Season 1 Episode 7 Majority Rule, the team visit a parallel planet to Earth, Sargus 4, where the law is administered by popular vote on a planet-wide twitter-like feed. Whilst it is hilarious it is also a bit too close to Earth 2018 for comfort. This is not unrelated to the Oxfam scandal.

 

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. 

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.