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Media Training Module

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Tushar Panchal
Tushar Panchal

The document provides guidance on effectively communicating with the media and influencing readers through five key steps - understanding the media, crafting the right message, choosing the appropriate spokesperson, handling journalists, and maintaining credibility. It outlines best practices for crafting concise yet comprehensive messages, preparing the spokesperson, managing different types of journalists, and answering difficult questions while staying on message. The overall aim is to control the narrative and share your story in a positive, strategic manner.

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1 of 55
The jaws of power are always open to devour. - John Adams
The Voice of Authority How to win journalists and influence readers
The Five Steps * Media *News *Journalists *Message *Spokesperson
The Media
All media exist to invest our lives with artificial perceptions and arbitrary values   - Marshall McLuhan
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
Print National dailies General Interest & Business Regional dailies English & local language Magazines General, Business & Trade /Niche Electronic Broadcast General and Business Radio AIR and FM Channels Internet
More than 40,000 print publications 87 languages 750+ TV Channels 170 Radio Stations
The News
To withhold the News is to play God - Anonymous
Relevance Usefulness Interest
Impact Conflict Novelty Prominence Proximity Timeliness
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
First month Sixth month Source File Basic News Big News Local/ Internal Trade/ Niche National
The Journalist
Ideal: Skeptic Curious Balanced Views Sees a big picture
Not so ideal: One idea Biased Sponge – just absorbs and throws
What she wants: Story Byline
The Message
Sender Message Receiver Sender Message Receiver Old Communication Model New Communication Model Monologue Dialogue
Preferred Message: Clear Concise Complete Consistent Current Most important – “For Consumer”
Developing Preferred Message: What do you want to communicate? What is your end objective? How can you substantiate? Follow 5C Rule
What Marketing Suggested What Management Approved As designed by Engineers What was manufactured As maintenance installed it What the customer wanted
The Spokesperson
You!
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
The difference between information and communication is the difference between X-ray and surgery.
Communication is complete only when it’s processed and understood by the receiver
We use filters… Our worldview teaches us to “wait for the air to clear”
This is how we respond… Hear the situation and/or facts Wait for the spin Download the intentions Decode the spin
How do we survive?
By becoming a voice of authority…
Are there any rules?
Only one…
Be Credible
Five things contribute or detract from people’s belief in you: The Look The Language The Likeability Factor Character Competence
The Look Dress to feel confident Remove barriers between you and the audience Look successful at what you do
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
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
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
The Journalist is neither a friend nor a foe
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
Who will you encounter?
The Journalist The Gunner: Fires questions in rapid succession Listen carefully, then choose the question that allows you to share a key message The Hypothetical Questioner: What if…? Never speculate The Paraphraser : Provides a summary that doesn’t reflect your point of view Correct the questioner; don’t let him/her put words in your mouth
The Journalist The Interrupter: Keeps interrupting you Don’t let interruptions throw you off point Politely ask for opportunity to finish your point The Joker: Best of friends – then “boom” Prepare and stay on message The Psychiatrist: “You mean to say that…” Politely correct premise if incorrect The Pregnant Pause: Wants you to fill the silence Smile and wait
Answering difficult questions Interview under pressure
Techniques Position as an effort to help the reporter: “ 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?” “ 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?” Put issue into context Not: “300 people have been laid off” 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.”
Answering Negative Questions Provide a positive answer to a negative question Q: “Do SCOPE employees work in an unsafe environment?” A: “We have always ensured a high level of safety across our facilities. In fact, we have been recognized for our safety record by…” Q: “I notice that SCOPE’s revenue growth has slowed considerably in recent months.” 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.”
When under pressure Keep your final audience in focus (readers or viewers) Select messages carefully Control the story, even when it’s negative Be open, and strategic During crises, it’s best to have one spokesperson to prevent inconsistencies
The Golden Rules Don ’ t repeat a reporter ’ s negative statement They ’ re fishing for a quote -- answer with a positive statement Don ’ t guess or say “ no comment ” . If you can ’ t or don ’ t want to discuss something say: “ I don’t know,” or “I’m sorry; I can’t go into that” (evasive answers !) Don ’ t answer hypothetical questions Acknowledge it’s a hypothetical question and bridge to a key message Avoid “ yes ” and “ no ” answers – seize opportunities to tell the story
The Golden Rules Don’t allow reporters to put words in your mouth Avoid jargon Avoid long, complex answers Avoid speculating Avoid providing too much unsolicited information
Remember . . . Reporters love to take you off the message Learning certain skills will boost your confidence and control It’s never personal You are always speaking for SCOPE – consider the impact on the company, your employees and customers
Media Relations Do’s and Don’ts
Media Relations Do’s and Don’ts
Thank you It was a Hansa Public Relations’ effort For feedback and further queries, please feel free to write to us at [email_address] or [email_address]

More Related Content

Media Training Module

  • 1. The jaws of power are always open to devour. - John Adams
  • 2. The Voice of Authority How to win journalists and influence readers
  • 3. The Five Steps * Media *News *Journalists *Message *Spokesperson
  • 5. All media exist to invest our lives with artificial perceptions and arbitrary values   - Marshall McLuhan
  • 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. Print National dailies General Interest & Business Regional dailies English & local language Magazines General, Business & Trade /Niche Electronic Broadcast General and Business Radio AIR and FM Channels Internet
  • 8. More than 40,000 print publications 87 languages 750+ TV Channels 170 Radio Stations
  • 10. To withhold the News is to play God - Anonymous
  • 12. Impact Conflict Novelty Prominence Proximity Timeliness
  • 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. First month Sixth month Source File Basic News Big News Local/ Internal Trade/ Niche National
  • 16. Ideal: Skeptic Curious Balanced Views Sees a big picture
  • 17. Not so ideal: One idea Biased Sponge – just absorbs and throws
  • 18. What she wants: Story Byline
  • 20. Sender Message Receiver Sender Message Receiver Old Communication Model New Communication Model Monologue Dialogue
  • 21. Preferred Message: Clear Concise Complete Consistent Current Most important – “For Consumer”
  • 22. Developing Preferred Message: What do you want to communicate? What is your end objective? How can you substantiate? Follow 5C Rule
  • 23. What Marketing Suggested What Management Approved As designed by Engineers What was manufactured As maintenance installed it What the customer wanted
  • 25. You!
  • 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. The difference between information and communication is the difference between X-ray and surgery.
  • 28. Communication is complete only when it’s processed and understood by the receiver
  • 29. We use filters… Our worldview teaches us to “wait for the air to clear”
  • 30. This is how we respond… Hear the situation and/or facts Wait for the spin Download the intentions Decode the spin
  • 31. How do we survive?
  • 32. By becoming a voice of authority…
  • 33. Are there any rules?
  • 36. Five things contribute or detract from people’s belief in you: The Look The Language The Likeability Factor Character Competence
  • 37. The Look Dress to feel confident Remove barriers between you and the audience Look successful at what you do
  • 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. 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. 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. The Journalist is neither a friend nor a foe
  • 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. Who will you encounter?
  • 44. The Journalist The Gunner: Fires questions in rapid succession Listen carefully, then choose the question that allows you to share a key message The Hypothetical Questioner: What if…? Never speculate The Paraphraser : Provides a summary that doesn’t reflect your point of view Correct the questioner; don’t let him/her put words in your mouth
  • 45. The Journalist The Interrupter: Keeps interrupting you Don’t let interruptions throw you off point Politely ask for opportunity to finish your point The Joker: Best of friends – then “boom” Prepare and stay on message The Psychiatrist: “You mean to say that…” Politely correct premise if incorrect The Pregnant Pause: Wants you to fill the silence Smile and wait
  • 46. Answering difficult questions Interview under pressure
  • 47. Techniques Position as an effort to help the reporter: “ 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?” “ 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?” Put issue into context Not: “300 people have been laid off” 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.”
  • 48. Answering Negative Questions Provide a positive answer to a negative question Q: “Do SCOPE employees work in an unsafe environment?” A: “We have always ensured a high level of safety across our facilities. In fact, we have been recognized for our safety record by…” Q: “I notice that SCOPE’s revenue growth has slowed considerably in recent months.” 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.”
  • 49. When under pressure Keep your final audience in focus (readers or viewers) Select messages carefully Control the story, even when it’s negative Be open, and strategic During crises, it’s best to have one spokesperson to prevent inconsistencies
  • 50. The Golden Rules Don ’ t repeat a reporter ’ s negative statement They ’ re fishing for a quote -- answer with a positive statement Don ’ t guess or say “ no comment ” . If you can ’ t or don ’ t want to discuss something say: “ I don’t know,” or “I’m sorry; I can’t go into that” (evasive answers !) Don ’ t answer hypothetical questions Acknowledge it’s a hypothetical question and bridge to a key message Avoid “ yes ” and “ no ” answers – seize opportunities to tell the story
  • 51. The Golden Rules Don’t allow reporters to put words in your mouth Avoid jargon Avoid long, complex answers Avoid speculating Avoid providing too much unsolicited information
  • 52. Remember . . . Reporters love to take you off the message Learning certain skills will boost your confidence and control It’s never personal You are always speaking for SCOPE – consider the impact on the company, your employees and customers
  • 53. Media Relations Do’s and Don’ts
  • 54. Media Relations Do’s and Don’ts
  • 55. Thank you It was a Hansa Public Relations’ effort For feedback and further queries, please feel free to write to us at [email_address] or [email_address]