In my near 20-year career in public relations I have done
countless news TV interviews
and helped to prepare many CEOs and directors for their own TV interview
debuts. There is a clear difference on television between
someone who has had a bit of media training
someone who hasn't
. This is what I’ve learned in my career so far:
1. Prepare to be all that you can be
Before you even get to the broadcast interview request stage, you should do
some prep work. Pull together a list of all the
questions that your organization could be asked and get answers ready. In
my experience working in
, I’ve had to ask our spokespeople to prepare answers for everything from
how we dealt with Islamic mortgages (
) to what would happen if the
IT system was compromised
or a director caught fire during a media briefing (this actually happened).
Having such a list is Press Office 101. It’s handy not just for TV
interview prep, but also for general in-house PR life. This would be my
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2. Media training and role play
This was my favorite part of working as an in-house PR person. You get to
to the directors and CEO, and when they start getting mad, you can point
out that you are simply asking what a news interviewer may ask. ("Why has
Andy Barr not had a pay raise in 2 years?" is an obvious question that Kay
Burley would have asked my then CEO.)
If you are doing a proactive TV interview, there is a good chance you are
flogging a new product, service or organizational announcement, and the
interview is not going to be that risky. If you are doing a
reactive news interview,
though, it is likely that the organization you work for has
borked something badly. This is where really training your directors on how to handle awkward
interview questions can help. It is always a good idea to try and get all
of your directors media-trained, even the IT ones (you never know when you
are going to be
desperate). As a rule of thumb, the TV news media always want to see the most senior
person available for the interview; this is typically the CEO or
so these people should be your first port of call for media training.
3. Should you take the interview in the first place?
This is an essential question. You may have a CEO who
loves the limelight
and wants to do every interview, or you might have a CEO who wants to
mow you down
every time you suggest one. If it’s a proactive interview and the director
who wants to take part is media trained and savvy, go for it.
What's the worst that can happen?
If this is a reactive interview because your organization has done
something wrong, you should decide based on your
overall crisis communications strategy. Given that crisis communications typically goes along the lines outlined
directly below (see “Stages of a PR crisis”), you may choose not to put
your CEO up at an early stage and instead use a director who is
expendable—the person who gets the boot to appease the media later down the line.
4. Stages of a PR crisis
Caught doing something bad—react with a statement while investigating.
If it’s your fault and you can apologize without legal implications, do
so. Put up an expendable director at this stage if news media are
hounding you for response.
If problem isn’t going away, announce an independent investigation.
If it still isn't going away, announce the findings of the
investigation and sack someone senior (possibly the director from the
first media interview).
full-page media ads
to apologize to customers.
Move on, and don't do it again!
In short, think carefully about accepting a reactive broadcast opportunity.
I would only do so if you have lots of confidence in your director/CEO and
you have no real way to get out of it.
5. Choose your clothes and backdrop wisely
Personally, I don't think you can ever go wrong (male or female) with a
black or grey suit and a pale blue shirt. Necktie optional; trousers, a
What you need to watch out for, though, is
patterns and stripes. Studio and outdoor broadcast cameras, even in this ultra-HD era, struggle
to pick up stripes, patterns or intricate details. The camera tries to
compensate by making the whole area look bright pink. Never a good look—and
one that is sure to bring ridicule and possibly get the head of the PR team
Similarly, when you are choosing where to host your proactive TV interview,
check the backdrop of the shot to make sure that won't come back to haunt
you. Tony Blair got caught out by this when he made a speech in a church
and a stained-glass window behind him made him appear with a kind of halo.
That image was used a lot afterwards to mock him.
Also, if you are working for a FTSE company and you have a new building
announcement, don't put your CEO or director in a hard hat (unless the
Heath and Safety
brigade make you). These hardhat pics will come back and bite you should
your organization experience trouble later down the line. The pics will be
accompanied by "Chief puts on the hard hat for tough times ahead"
6. Umm's and err's
Make sure that you and the people you train don't do this.
out of them!
7. Make yourself memorable with ace soundbites
The goal of every TV interview is to be remembered—ideally for good
reasons. The trick to this is coming out with ace soundbites. These can
then be used in the "teaser" clips by the news media when promoting the
upcoming bulletin. Here is a cracking example that I used during a national
radio interview when I worked in financial services (modest
I was asked if there really was a chance that a recession would affect
house prices. I replied with, "There is a greater chance that the Loch Ness
monster would swim up the Thames than there is of a fall in house prices."
The clip was used in all the teasers and I felt very happy. Sadly, the next
day Northern Rock went belly up and the housing crisis began. I have yet to
see the Loch Ness monster.
You get the drift: Say quirky things that will make you memorable. This
also increases your chances of being asked back.
8. Dodge awkward questions using "bridging" techniques
A "bridging technique" is when you use a few words to ignore the question
you have been asked and instead answer a question that you would prefer to
have been asked. Politicians are the
masters of this
When I worked in-house for a power organization our CEO was dragged onto
the television every time an outage left people without power. This was,
sadly, frequently. It is a widely held assumption by media analysts (so I
am told) that Joe Normal who sits and watches the news does not really
listen to the question, just mainly the answer that is given. Bridging
techniques help you to do that. For example:
Interviewer: Do you not think you should give customers without electricity
double the normal compensation as it happened at the weekend?
CEO: That is a really interesting question but what I think is more
important is that we continue to invest in the electricity network so that
we can reduces incidences of this happening. We will be working to try and
find ways in which we can raise the funds that are needed to improve the
In this example, the crafty CEO uses a few words at the start of his reply
to take the response back to something that he or she wants to talk about.
Now the CEO can keep deflecting away.
Learn from the best
takes you to the best-handled attack news interview I have ever seen. Kay
Burley off of SkyNews takes on Nick Varney from Merlin Entertainment over
the Alton Towers rollercoaster injuries. Varney handles this amazingly
well—and is far more patient than I would have ever been. Burley clearly
wanted him to storm out or react with a knee-jerk statement. Kudos to
whoever trained this fellow.
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