Media Training Module


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This is s stripped down version of a media training for the new spokespersons. I have done this to a leading MNC bank in India and it was well received by them. I have removed many animations and videos from it to make it light

Published in: Business, News & Politics

Media Training Module

  1. 1. The jaws of power are always open to devour. - John Adams
  2. 2. The Voice of Authority How to win journalists and influence readers
  3. 3. The Five Steps * Media *News *Journalists *Message *Spokesperson
  4. 4. The Media
  5. 5. All media exist to invest our lives with artificial perceptions and arbitrary values   - Marshall McLuhan
  6. 6. Media Reach (All India) Medium All India Urban Rural Estimated Individuals (mn) 852 268 584 (%) (%) (%) Press 38 56 38 TV 56 81 44 Satellite 36 65 23 Radio 21 24 20 Cinema 10 16 6 Internet 2 5 0 All Media 68 88 59
  7. 7. <ul><li>Print </li></ul><ul><ul><li>National dailies </li></ul></ul><ul><ul><ul><ul><li>General Interest & Business </li></ul></ul></ul></ul><ul><ul><li>Regional dailies </li></ul></ul><ul><ul><ul><ul><li>English & local language </li></ul></ul></ul></ul><ul><ul><li>Magazines </li></ul></ul><ul><ul><ul><ul><li>General, Business & Trade /Niche </li></ul></ul></ul></ul><ul><li>Electronic </li></ul><ul><ul><li>Broadcast </li></ul></ul><ul><ul><ul><ul><li>General and Business </li></ul></ul></ul></ul><ul><ul><li>Radio </li></ul></ul><ul><ul><ul><ul><li>AIR and FM Channels </li></ul></ul></ul></ul><ul><ul><li>Internet </li></ul></ul>
  8. 8. <ul><li>More than 40,000 print publications </li></ul><ul><li>87 languages </li></ul><ul><li>750+ TV Channels </li></ul><ul><li>170 Radio Stations </li></ul>
  9. 9. The News
  10. 10. To withhold the News is to play God - Anonymous
  11. 11. Relevance Usefulness Interest
  12. 12. Impact Conflict Novelty Prominence Proximity Timeliness
  13. 13. Time from origination News Cycle is expanding Amount of coverage Breaking News News quickly gets picked up from primary sources Mainstream Coverage News slowly loses its timeliness and becomes a part of more thoughtful discourse Niche and opinion driven discussion
  14. 14. First month Sixth month Source File Basic News Big News Local/ Internal Trade/ Niche National
  15. 15. The Journalist
  16. 16. Ideal: Skeptic Curious Balanced Views Sees a big picture
  17. 17. Not so ideal: One idea Biased Sponge – just absorbs and throws
  18. 18. What she wants: Story Byline
  19. 19. The Message
  20. 20. Sender Message Receiver Sender Message Receiver Old Communication Model New Communication Model Monologue Dialogue
  21. 21. Preferred Message: Clear Concise Complete Consistent Current Most important – “For Consumer”
  22. 22. Developing Preferred Message: What do you want to communicate? What is your end objective? How can you substantiate? Follow 5C Rule
  23. 23. What Marketing Suggested What Management Approved As designed by Engineers What was manufactured As maintenance installed it What the customer wanted
  24. 24. The Spokesperson
  25. 25. You!
  26. 26. Information is not communication Information is not a message Information is not a connection Information does not translate to execution Information does not drive sales or profits
  27. 27. The difference between information and communication is the difference between X-ray and surgery.
  28. 28. Communication is complete only when it’s processed and understood by the receiver
  29. 29. We use filters… Our worldview teaches us to “wait for the air to clear”
  30. 30. This is how we respond… Hear the situation and/or facts Wait for the spin Download the intentions Decode the spin
  31. 31. How do we survive?
  32. 32. By becoming a voice of authority…
  33. 33. Are there any rules?
  34. 34. Only one…
  35. 35. Be Credible
  36. 36. Five things contribute or detract from people’s belief in you: The Look The Language The Likeability Factor Character Competence
  37. 37. The Look Dress to feel confident Remove barriers between you and the audience Look successful at what you do
  38. 38. The Language Word choice Sentence structure (simple or convoluted) The ability to express The ability to respond to challenging questions with poise, tact and authority
  39. 39. Few more things to keep in mind for looks & language… Decide: Workshop floor or Corporate Office Turn Off the Hard Sell Be Authentic – with Praise, Questions and Greetings
  40. 40. The Likeability Factor Show Your Humanity – Be Vulnerable Be Courteous – Small gestures and words go a long way Share a Sense of Humor Show Humility
  41. 41. The Journalist is neither a friend nor a foe
  42. 42. How to lead and share your story? Be a genuine listener Understand the question and mould it for your benefit Value add If you don’t know something, accept it and offer to find out if important/necessary Nothing is off the record Follow corporate guidelines
  43. 43. Who will you encounter?
  44. 44. The Journalist <ul><li>The Gunner: Fires questions in rapid succession </li></ul><ul><ul><li>Listen carefully, then choose the question that allows you to share a key message </li></ul></ul><ul><li>The Hypothetical Questioner: What if…? </li></ul><ul><ul><li>Never speculate </li></ul></ul><ul><li>The Paraphraser : Provides a summary that doesn’t reflect your point of view </li></ul><ul><ul><li>Correct the questioner; don’t let him/her put words in your mouth </li></ul></ul>
  45. 45. The Journalist <ul><li>The Interrupter: Keeps interrupting you </li></ul><ul><ul><li>Don’t let interruptions throw you off point </li></ul></ul><ul><ul><li>Politely ask for opportunity to finish your point </li></ul></ul><ul><li>The Joker: Best of friends – then “boom” </li></ul><ul><ul><li>Prepare and stay on message </li></ul></ul><ul><li>The Psychiatrist: “You mean to say that…” </li></ul><ul><ul><li>Politely correct premise if incorrect </li></ul></ul><ul><li>The Pregnant Pause: Wants you to fill the silence </li></ul><ul><ul><li>Smile and wait </li></ul></ul>
  46. 46. Answering difficult questions Interview under pressure
  47. 47. Techniques <ul><li>Position as an effort to help the reporter: </li></ul><ul><ul><li>“ I have a basic level of knowledge on that, but there are others in our organization who are experts. Can I put you in touch with them?” </li></ul></ul><ul><ul><li>“ We’ve got lots of data on this, but I don’t want to inundate you. Can you give me an idea who else you’re talking with?” </li></ul></ul><ul><li>Put issue into context </li></ul><ul><ul><li>Not: “300 people have been laid off” </li></ul></ul><ul><ul><li>Use: “We reduced our staff by 2% through attrition and early retirement packages. As for the rest of them, we’re doing our best to assist them in finding positions at other companies.” </li></ul></ul>
  48. 48. Answering Negative Questions <ul><li>Provide a positive answer to a negative question </li></ul><ul><ul><li>Q: “Do SCOPE employees work in an unsafe environment?” </li></ul></ul><ul><ul><li>A: “We have always ensured a high level of safety across our facilities. In fact, we have been recognized for our safety record by…” </li></ul></ul><ul><ul><li>Q: “I notice that SCOPE’s revenue growth has slowed considerably in recent months.” </li></ul></ul><ul><ul><li>A: “We are optimistic that our corporate strategy and IT investments have strengthened our position. Our global reliability of supply is a distinct competitive advantage. We believe we are well-positioned for the future.” </li></ul></ul>
  49. 49. When under pressure <ul><li>Keep your final audience in focus (readers or viewers) </li></ul><ul><li>Select messages carefully </li></ul><ul><li>Control the story, even when it’s negative </li></ul><ul><li>Be open, and strategic </li></ul><ul><li>During crises, it’s best to have one spokesperson to prevent inconsistencies </li></ul>
  50. 50. The Golden Rules <ul><li>Don ’ t repeat a reporter ’ s negative statement </li></ul><ul><ul><li>They ’ re fishing for a quote -- answer with a positive statement </li></ul></ul><ul><li>Don ’ t guess or say “ no comment ” . If you can ’ t or don ’ t want to discuss something say: </li></ul><ul><ul><li>“ I don’t know,” or “I’m sorry; I can’t go into that” (evasive answers !) </li></ul></ul><ul><li>Don ’ t answer hypothetical questions </li></ul><ul><ul><li>Acknowledge it’s a hypothetical question and bridge to a key message </li></ul></ul><ul><li>Avoid “ yes ” and “ no ” answers – seize opportunities to tell the story </li></ul>
  51. 51. The Golden Rules <ul><li>Don’t allow reporters to put words in your mouth </li></ul><ul><li>Avoid jargon </li></ul><ul><li>Avoid long, complex answers </li></ul><ul><li>Avoid speculating </li></ul><ul><li>Avoid providing too much unsolicited information </li></ul>
  52. 52. Remember . . . <ul><li>Reporters love to take you off the message </li></ul><ul><li>Learning certain skills will boost your confidence and control </li></ul><ul><li>It’s never personal </li></ul><ul><li>You are always speaking for SCOPE – consider the impact on the company, your employees and customers </li></ul>
  53. 53. Media Relations Do’s and Don’ts
  54. 54. Media Relations Do’s and Don’ts
  55. 55. Thank you <ul><li>It was a Hansa Public Relations’ effort </li></ul><ul><li>For feedback and further queries, please feel free to write to us at [email_address] or [email_address] </li></ul>