What is media training?

Goals To understand the importance of media interviews To understand how to prepare for a media interview To be able to recognize types of questions that could be difficult to handle To understand how best to answer media questions by media type To understand how to keep the upper hand in an interview

Know your media Establish a trust relationship with all local media; don’t wait until a crisis or when you need something Know how each media works, its deadlines, limitations AND how/where it excels Be accessible 24/7

Understanding print media Newspapers are permanent and tangible Stories tend to be long, fact- and detail-filled Photos help tell the story The local daily is your vital link to community (taxpayers/voters/business leaders)

Newspapers Publishers - editor - reporter - copy editor Editor, managing editor, city desk editor, section editors Specific beat reporters: Higher ed, science, health, arts, agriculture, business, K-12, Statehouse, sports; Columnists, editorial writers

Television media News director - assignment editor - reporter - photographer - anchor Putting stories together mainly in afternoon May have 4 or 5 newscast deadlines Reporters most often are generalists Stories are usually 1:15 to 1:45 minutes

Radio media News director/ reporter Have deadlines throughout the day Trend is to consolidation and less local news Stories are usually less than :45 Make your ‘soundbite’ count

Planning an interview

What should I know? Don’t do the interview on-the-spot Get help, find out background, make talking points Understand your medium Will it be taped or live? How long will the interview be? When is the reporter’s deadline? What is this story about (angle)?

Plan your interview Key messages: 1. 2. 3. Supporting facts and anecdotes: A. B. C.

More interview planning Key Messages: 1. We must bolster our best programs 2. All our programs are high-quality Supporting facts and anecdotes: A. can’t be all things to all people B. only so much funds C. competing nationally A. nationally ranked research university B. halo effect

Anticipate Questions Tailor key messages

The interview Formulate key messages = write them down PRACTICE delivering key points and answering ‘worst possible’ questions. Prepare background, gather educational materials Get backup if needed (PR sit in?)

The interview Recognize potentially hazardous questions Speculative questions: “IF this happens, what will you do?” “IF he had died, would it have been worse?”

The interview Leading questions “Aren’t you upset about the budget cut?” “Don’t you think this could have been handled in a more up-front manner?”

The interview Loaded questions “I’ve heard parents say the school board purposely set the qualifications for free busing so that almost no one would qualify. How do you respond to that?”

The interview Silence

The interview Labeling “Wouldn’t it be fair to characterize the new budget as monstrous in size and an imposition on taxpayers?”

The interview Naïve “I really don’t know what to ask, so just tell me about you and about your business.”

The interview Chummy “Just between you and me, what do you really think of the new board member?”

The interview False statements “Since it looks like the building costs are going to be 10 percent over budget, what changes will have to be made?”

The interview Know-it-all “I’m about done with this story, actually, but I just wanted to get a couple of comments from you.”

The interview Good-byes “Now that we’re done with the interview, what are your personal views about this?”

The interview Be concise Soundbites average 7 seconds

The interview How should I look? Check the mirror Dress professionally and comfortably Maintain eye contact Don’t rock, roll or swivel

The interview Think before you speak Speak slowly but naturally How should I answer? Think before you speak Speak slowly but naturally Avoid jargon, “bureaucrat-eze” Avoid speaking parenthetically, double-negatives Always tell the truth … then stop talking

Question-answering techniques Q: Did you use public funds to buy pizza for your staff? A: “I bought pizza with city funds but it was to reward the staff for hundreds of hours of extra work they did without pay.” ‘Bridge’ to positive key messages

Question-answering techniques The best answer to an ‘A’ or ‘B’ question is often ‘C’ Q: Is that stealing money or just exploiting a loophole in the law? A: “I was pleased to be able to recognize employees for volunteering to help get the job done.”

Question-answering techniques Don’t repeat back an offensive statement or unfair language Q: So, you’re a dirty rotten thief? A: No. (Not, “ I am not a thief.”)

Question-answering techniques Bad question… turn the tables. Q: Did you misuse taxpayer dollars? A: The real question is: do employees deserve to be recognized for a job well done? I think this is one way we can keep our best employees from leaving for higher paying jobs.

Other things to remember Nothing is ‘off the record.’ When you finish answering, stop talking Never say ‘No comment.’ Instead, explain why you can’t answer the question. Q: When will Professor Jones be fired for his felony arrest? A: “While we can’t talk about specific personnel issues, our policy is to review each case after it is handled by the judicial system.”

Other things to remember Ask for feedback. When you make a mistake, say so. It’s okay to ask for another ‘take’ in a recorded interview.

Opportunities How making friends with, and serving the media is in your best interest

Ideas to ‘serve’ print media Keep PR ideas in mind News releases Editorial visits Write op-eds and letters-to-editor Be generous with story ideas… be proactive. Offer ideas. Don’t just react.

Ideas to ‘serve’ broadcast media Talk shows: Go live Long form interviews, radio/TV if possible Help get something visual or audio for their stories

Plan your interview Key messages: 1. 2. 3. Supporting facts and anecdotes: A. B. C.

Plan your interview Key messages: 1. 2. 3. Supporting facts and anecdotes: A. B. C.