SUCCEEDING WITH NATIONAL MEDIA
& NETWORK NEWS

CEOs are often frustrated by the mechanics of network television news and national print media. Executives disrupt their busy schedule and subject themselves to a satellite television interview with a well-know host in the hope of reaching key constituencies. When it's over they've forfeited an hour or more of their day (and who knows how much staff time and energy) for four minutes of airtime. And guess what, the host does most of the talking. Why bother? National media coverage shapes public opinion; it drives behavior; it builds critical mass; and it can enable or disable your business strategy. Here are a couple of quick tips to make the most of your next national media outing.

Manage Expectations
This is the big league, so not every time at bat is going to put you on base and not every game will be a win. If they get it right most of the time and if you're on message, you're winning. Besides, being a part of the final story is not your only measure of success. Did your participation shape the reporter's point of view? Was your perspective included in the final story? Did you build rapport with a key media outlet? Is the reporter likely to consider you as a source for a future story? Did your organization learn from the experience? National media relations is measured in more than just column inches and airtime.

Control The Controllable
In the final analysis CEOs are not invited into the editing suite when news stories are shaped for style, space and content. Oftentimes an effective interaction with a field producer or bureau reporter can turn south when the material reaches an editor or news director with a different perspective or point of view. Or breaking news (or more interesting news) elsewhere crowds your piece out. In reality, you control only what comes out your mouth, and little else. If you want your message included, you have to repeat it. Make sure some part of your key message is tagged onto almost every answer. Hit your message often and well in the four-minute live TV interview or the 30-minute call with a print reporter. Further, too many senior executives suffer from "mission creep" and spend time dealing with questions or issues that are not central to the story. Exercise good message discipline.

Put Some Sizzle In Your Sound Bites
Yes, business reporters are looking for information, data and facts but they are also looking for good television and good copy. Executives who offer concise, colorful, expressive language that's easy to edit are more likely to be quoted. Before the interview identify the compelling language and hard-hitting descriptions that will make your material memorable and quotable.

Be A Good Story Teller
Media are drawn to personal stories, illustrations and anecdotes that dramatize and humanize the story. Stories, especially those with characters in action, breathe life and credibility into your message. Good leaders are good storytellers, and they collect stories that offer evidence of their key messages, themes and strategies. Touch your viewers and readers through personal anecdotes.

Time is Not on Your Side
In television news, intense competitive pressures and a continuous news cycle puts executives on the defensive. There's often little time for preparation or fact checking when a network news opportunity comes your way. Conversely, beat reporters in national print media often spend weeks or months working on a front-page story. They may interview several dozen sources while reporting the story and end up only quoting a handful. Be accessible when needed, and patient with the process.

MEDIA DOs & DON'Ts

Determine the issue by asking the reporter about the nature of the interview. This should be done in the spirit of helpfulness and willingness. Express to the reporter that you would like to help with the story, but that you will need some basic information before agreeing to conduct the interview.

• "What's your deadline?"
The media is highly deadline driven. You will want to know how much time you have to prepare or to get additional information to the reporter for him or her to consider as they put their story together. The question also indicates you understand their needs.

• "Who else are you talking to or interviewing for this story?"
The answer to this question tells you where you fit into the story and may suggest whether you are the victim or the villain, the winner or the loser in this story.

• "What do you find most interesting about this story?"
The answer to this question tells you the angle the reporter is taking.

• "What led you to me?"

• "How familiar are you with this issue, my industry or my company?"

DO prepare your key messages before the interview including a premise statement, key supports and anecdotes or illustrations.

DO keep you message simple, concise and to the point. Remember that the editorial process means the reporter is likely to select only one or two soundbites or quotes to portray your perspective on the issue or story.

DO bridge to your key messages throughout the interview, taking time to emphasize and support your premise statement several times and in several ways.

DO remember that there is no such thing as "off-the-record," ever. If you don't want to read it in tomorrow's newspaper, then don't say it.

DO seek input from legal counsel before conducting an interview on especially sensitive subjects. Of course legal counsel is concerned about something you say being used against you later. Attorneys work in the court of law. The media works in the court of public opinion. You can please both at the same time. For example, if you feel badly about a situation say "I feel badly." The media likes that because you've given them a quote or soundbite they can use. Your attorney can accept it because it's not an admission of guilt. And you can live with it because you've given an honest, ethical answer.

DO check your negative impressions of the media at the door. The media is not your real audience. They are a conduit or vehicle to your real audience.

DON'T ever say, "No comment." The perception is that you are saying, "I've got something to hide." If you are not able to share certain types of information, tell them why. It's okay to indicate you can't answer some questions because the answers involve proprietary business information, or you don't know the answer but you will seek to get them an answer.

DON'T lie. It's important that you preserve and protect your credibility.

DON'T ask for a list of questions. It gives the impression that you've got something to hide. It's also not solution-oriented. If Company A asks for a list of questions and Company B says we can help you, who's building equity in the media relationship bank?

DON'T get mad. Do you really want your real audience to see you lose control? If you disagree with the premise of a question, say you disagree. The key is doing it politely. Attack the person and you can count on the principles you are standing on getting lost in the crossfire.

DON'T make a reporter wait even if they've made you wait. Make sure you are ready when they are. If you were giving a presentation to hundreds of people who are potential users of your product you wouldn't make them wait. Nor would you fail to prepare.

DON'T speculate, especially about such issues as liability, blame, cause, or what may or may not happen in the future.