The document outlines key goals and principles for effective media training, emphasizing the importance of understanding media operations, audience analysis, and communication strategies. It highlights techniques for maintaining credibility, message control, and avoiding media traps during interviews. Furthermore, it provides a set of rights for communicators to empower them during media interactions.

1. Media Training
Cross Platforming – The Networked Age
Working with Radio/TV
© 2009 – M. Larry Litwin, APR, Fellow PRSA

2. Taken from…

3. Goals

4. Goals
Help participants understand how
media operates

5. Goals
Help participants understand how
media operates
Share system of preparation
Comfort

6. Goals
Help participants understand how
media operates
Share system of preparation
Comfort
Help each participant grow as a
communicator
How to better prepare

7. Goals
Help participants understand how media
operates
Share system of preparation
Comfort
Help each participant grow as a
communicator
How to better prepare
Give participants the added tools to help each
other

8. Communication:
A Tool of Leadership

9. Leadership Framework

10. Leadership Framework
Control

11. Leadership Framework
Control
Consistency

12. Leadership Framework
Control
Consistency
Campaign

13. Leadership Framework
Control
Preparation

14. Leadership Framework
Control
Preparation
Follow-up

15. Leadership Framework
Control
Preparation
Follow-up
Proactive

16. Leadership Framework
Consistency
Organization

17. Leadership Framework
Consistency
Organization
Repetition

18. Leadership Framework
Campaign
Planning/“Premeditated”

19. Leadership Framework
Campaign
Planning/”Premeditated”
Strategy/Timing

20. Leadership Framework
Campaign
Planning/“Premeditated”
Strategy/Timing
Measurable results

21. Leadership Framework
Control Campaign
Preparation Planning/
Follow-up “Premeditated”
Proactive Strategy/Timing
Consistency Measurable
Organization results
Repetition

22. Basic Principles

23. Basic Principles
• Relate your identity to help create an
image

24. Basic Principles
• Relate your identity to help create an
image
Know the difference between identity and
image.
Persuasion – the activity of creating,
reinforcing, modifying or extinguishing
beliefs, attitudes and/or behaviors.
Logo not ego!

25. Basic Principles
Relate your identity to help create an
image
Analyze your credibility (trust) and
believability (truth)
Credibility – is in the eye of the
beholder.

26. Basic Principles
• Relate your identity to help create an
image
• Analyze your credibility and
believability
• Exercise control

27. Basic Principles
• Relate your identity to help create an
image
• Analyze your credibility and
believability
• Exercise control
• Maintain a positive attitude

28. Basic Principles
• Relate your identity to help create an
image
• Analyze your credibility and
believability
• Exercise control
• Maintain a positive attitude
• Demonstrate leadership listening

29. Credibility

30. Credibility
Trustworthiness

31. Credibility
Trustworthiness
Competence

32. Credibility
Trustworthiness
Competence
Communication style

33. Audience Analysis/Worksheet

34. MAC Triad
MAC Triad
M
M
+P+T
+P+T
AA C
C
M=Message A=Audience C=Channel
M=MessageP=Purpose T=Timing
A=Audience C=Channel
P=Purpose T=Timing

35. Audience Analysis/Worksheet
• Identify your audience.

36. Audience Analysis/Worksheet
• Identify your audience.
• Analyze your audience
demographically.

37. Audience Analysis/Worksheet
• Identify your audience.
• Analyze your audience
demographically, psychographically,
geodemographically.
• How well does your audience
understand the issues (or topics) you
wish to discuss?

38. Audience Analysis/Worksheet
• Identify your audience.
• Analyze your audience demographically,
psychographically, geodemographically.
3. How well does your audience understand
the issues (or topics) you wish to discuss?
4. What is your audience’s attitude toward your
agenda?

39. Audience Analysis/Worksheet
• Identify your audience.
• Analyze your audience demographically,
psychographically, geodemographically.
• How well does your audience understand the
issues (or topics) you wish to discuss?
• What is your audience’s attitude toward your
agenda?
• What does your audience need to know or believe
in before you can change its behavior? (What’s in
it for them?)

40. Audience Analysis/Worksheet
• Identify your audience.
• Analyze your audience demographically,
psychographically, geodemographically.
• How well does your audience understand the
issues (or topics) you wish to discuss?
• What is your audience’s attitude toward your
agenda?
• What does your audience need to know or believe
in before you can change its behavior? (What’s in
it for them?)
• To what type of arguments is your audience likely
to respond?

41. Audience Analysis/Worksheet
• Identify your audience.
• Analyze your audience
demographically, psychographically,
geodemographically.
• How well does your audience
understand the issues (or topics) you
wish to discuss?

42. Audience Analysis/Worksheet
4. What is your audience’s attitude
toward your agenda?
3. What does your audience need to
know or believe in before you can
change its behavior? (What’s in it
for them?)
7. To what type of arguments is your
audience likely to respond?

43. Interview Goals
What outcomes do you want from
your target audience as a result of
your strategic message?

44. Interview Goals
What outcomes do you want from your
target audience as a result of your
strategic message?
What outcomes do you want to prevent
(if any) from your target audience?

45. Interview Goals
What outcomes do you want from your target
audience as a result of your strategic
message?
What outcomes do you want to prevent (if
any) from your target audience?
What points or arguments are your opponents
or competitors likely to make?

46. What makes
a good soundbite?

47. What makes
a good soundbite(byte) ?
Short and sweet

48. What makes
a good soundbite?
Short and sweet
Visual

49. What makes
a good soundbite?
Short and sweet
Visual
Simple

50. What makes
a good soundbite?
Short and sweet
Visual
Simple
Compelling

51. Avoid the Media Traps

52. Avoid the Media Traps
Stay calm and composed.

53. Avoid the Media Traps
Stay calm and composed.
Stay on message.

54. Avoid the Media Traps
Stay calm and composed.
Stay on message.
Don’t provide answers that could
negatively impact your reputation or
your organization’s reputation.

55. Avoid the Media Traps
Stay calm and composed.
Stay on message.
Don’t provide answers that could
negatively impact your reputation or
your organization’s reputation.
Don’t be caught off-guard by
questioning that you want to declare off-
limits.

56. Avoid the Media Traps
Stay calm and composed.
Stay on message.
Don’t provide answers that could negatively
impact your reputation or your organization’s
reputation.
Don’t be caught off-guard by questioning that
you want to declare off-limits.
Listen carefully to the reporter’s choice of
words and don’t repeat the negatives.

57. Avoid the Media Traps
Don’t go “off the record.” (There are
minor exceptions.)

58. Avoid the Media Traps
Don’t go “off the record.” (There are
minor exceptions.)
Don’t be tempted to speculate or
engage in hypothetical thinking.

59. Avoid the Media Traps
Don’t go “off the record.” (There are
minor exceptions.)
Don’t be tempted to speculate or
engage in hypothetical thinking.
Don’t feel obligated to fill a silence.

60. Avoid the Media Traps
Don’t go “off the record.” (There are
minor exceptions.)
Don’t be tempted to speculate or
engage in hypothetical thinking.
Don’t feel obligated to fill a silence.
Don’t allow yourself to be drawn into
disparaging your competition.

61. Avoid the Media Traps
Don’t go “off the record.” (There are minor
exceptions.)
Don’t be tempted to speculate or engage in
hypothetical thinking.
Don’t feel obligated to fill a silence.
Don’t allow yourself to be drawn into disparaging your
competition.
Listen carefully to each question to better determine
the reporter’s agenda in asking it.

62. Avoid the Media Traps
Don’t go “off the record.” (There are minor
exceptions.)
Don’t be tempted to speculate or engage in
hypothetical thinking.
Don’t feel obligated to fill a silence.
Don’t allow yourself to be drawn into disparaging your
competition.
Listen carefully to each question to better determine
the reporter’s agenda in asking it.
Correct inaccurate perceptions and facts.

63. Successful Media Interviews

64. Successful Media Interviews

65. Successful Media Interviews
Before the interview

66. Successful Media Interviews
Before the interview
During the interview

67. Successful Media Interviews
Before the interview
During the interview
After the interview

68. Television Interviews

69. Television Interviews
Some guidelines…

70. Television Interviews

71. A Summary

72. A Summary
Be open, honest, thorough and
valid (relevant)

73. A Summary
Be open, honest, thorough and
valid
Be accessible

74. A Summary
Be open, honest, thorough and
valid
Be accessible
Remain calm and confident – even
in the face of adversity

75. A Summary
Be open, honest, thorough and
valid
Be accessible
Remain calm and confident – even
in the face of adversity
Know the subject matter (as well as
you know your own name)

76. A Summary continued
Explain all the facts (key message
points) in simple English
(layperson’s terms)

77. A Summary
Explain all the facts (key message
points) in simple English
(layperson’s terms)
Take control of the interview

78. A Summary
Explain all the facts (key message
points) in simple English
(layperson’s terms)
Take control of the interview
Be careful of going “off-the-record”
or giving “background information”
(not for attribution)

79. A Summary
Get your message and/or important
information out early (in the first few
statements). Then, drive these vital
points home by repeating them in your
closing summary.
Anticipate questions and be prepared
with the answers

80. Karen Friedman’s Bill of Rights
You have the right to tell your side
of the story.

81. Karen Friedman’s Bill of Rights
You have the right to tell your side
of the story.
You have the right not to answer
questions.

82. Karen Friedman’s Bill of Rights
You have the right to tell your side
of the story.
You have the right not to answer
questions.
You have the right to correct
someone who is putting words in
your mouth.

83. Karen Friedman’s Bill of Rights
You have the right to tell your side of the
story.
You have the right not to answer questions.
You have the right to correct someone who
is putting words in your mouth.
You have the right to share your
credentials, so it is clear you are the expert.

84. Karen Friedman’s Bill of Rights
You have the right to take time
to prepare.

85. Karen Friedman’s Bill of Rights
You have the right to take time to
prepare.
You have the right to ask
questions.

86. Karen Friedman’s Bill of Rights
You have the right to take time to
prepare.
You have the right to ask
questions.
You have the right to decline to
talk.

87. Karen Friedman’s Bill of Rights
You have the right to take time to
prepare.
You have the right to ask questions.
You have the right to decline to talk.
You have the right to explain your
point of view.

88. Karen Friedman’s Bill of Rights
You have the right to take time to
prepare.
You have the right to ask questions.
You have the right to decline to talk.
You have the right to explain your
point of view.
You have the right to be human.

89. Karen Friedman’s Bill of Rights
You have the right to take time to prepare.
You have the right to ask questions.
You have the right to decline to talk.
You have the right to explain your point of
view.
You have the right to be human.
You have the right to make a mistake and
correct it.

90. Questions
M. Larry Litwin, APR
Rowan University
larry@larrylitwin.com
www.larrylitwin.com
© 2009