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3 Steps to Make Your Mark in a Media Interview

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tartan-track-2678543_1920Have you put a spokesperson through media training only to have the news report turn out less than favorable? Have you ever put a spokesperson through media training, only to have the interview miss its mark?

If you answered yes to one or both of these, it is time to adopt maverick media training.

What is maverick media training?

Step 1:

Recognize the failing point of an interview. Bad ad libs are the leading cause of interview failures and news report embarrassment. Yet most media trainers still use the same old technique of giving a spokesperson three key messages, with instructions to ad lib about the key messages. The key messages are usually bullet points or slogan type phrases. They lack the parsing that leads to perfection in word choice.

Maverick media training relies on more preparation by a brilliant writer who can think and write like a reporter. Elements include first writing a strong preamble statement that adds immediate context when spoken. It must explain how your organization serves the greater good of humanity and the primary ways you accomplish this goal. The preamble statement must be written in a conversational tone and must foreshadow the aspects of the organization that the spokesperson is capable of discussing. This should then be followed by a series of paragraphs that simplify complicated issues, adding slightly more detail as you go.

Think of the writing process as a large tree, anchored by a solid tree trunk, that supports three solid branches. In maverick media training this is known as the key message tree. The more you grow your tree with well-worded, easy to internalize sentences, the greater likelihood you have that the spokesperson will internalize and use the sentences verbatim, thus replacing bad ad libs with great, quotable content.

Step 2:

Recognize that a direct answer to a direct question leads to failure. That’s because a direct answer has no context. This mistake is the primary reason spokespeople complain that they were taken out of context.

When you use the preamble and key message tree system described in step one, the spokesperson can add context with the preamble and transition from there to answering the essence of the reporter’s question.

If the actions of your organization are always in line with and congruent to your preamble, your interview will always go smoothly. If someone has done something wrong and created a crisis, the preamble can be modified to include an apology for failing to live up to the goals and standards of the organization. The apology can then be followed by an explanation of what corrective actions will be taken to avoid similar failings in the future.

Step 3:

Focus on the final edit. Many people lament that, “You can’t control the edit.” That is false.

If you recognize that every news report has a headline, a synopsis sentence known as a “lead,” and at least one quote from your spokesperson, then you can begin to control the edit.

Maverick media training stresses to the spokesperson the need to begin answers with a series of well-worded, well-written and well-internalized verbatim phrases that mimic the headline, lead, and quote. In essence, the key message tree mimics what reporters call the inverted pyramid. The inverted pyramid focuses on generalities first and adds more details as the news story progresses.

Ultimately, there is a psychology to greater success in a media interview. It involves thinking like, writing like, and speaking like a reporter. If you give a reporter the elements needed to do their job, in the very order and sequence that they need them, your victories in interviews and news report edits will rise exponentially.

If media interviews in the past have failed you and your spokespeople, or you are unsure about the logistics of a potential future media interview, be a maverick and adopt new media training techniques.

 

Crisis communications and media training expert Gerard Braud, CSP, Fellow IEC is based in New Orleans. Organizations on five continents have relied on him to write their crisis communications plans and to train their spokespeople. He is the author of “Don’t Talk to the Media Until…”

More crisis communications articles:

3 Lessons the Melania Trump Coat Can Teach All Public Relations People

The Biggest Lie in Crisis Communications

4 Steps Every Company Needs to Take in Order to Avoid the Default Spokesperson

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3 Key Messages for Communications and Interviews? – MYTH!

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https-::pixabay.com:en:business-businessman-finger-show-2962348:In public relations, corporate communications, and media training, the concept of identifying your “Three Key Messages” is often taught.  In other words, what are the three most important things you need to communicate during your interview with the reporter?

But wait, what exactly is a key message? Is it a talking point? Is it a bullet point? Is it a set of words that incorporate more spin than truth? Is it a set of verbatim words that incorporate both truth and quotes?

In my world as a media trainer, it is a set of verbatim words that incorporate both truth and quotes. But many PR pros and media trainers teach only bullet points and talking points. I call this “The Myth About Three Key Messages.”

For instance, imagine a U.S. political candidate in a debate with his or her opponent. The moderator of the debate might ask a question such as, “Please give me your thoughts on education.”

The candidate, whose strategist may have determined that the key messages should only be about energy, the economy, and international relations, is left with nothing to say. Therefore, the candidate will BS his or her way through 50 seconds of a 60-second answer, then conclude by saying, “Education is important and you can get more details on my website.”

STOP THIS BULL!

Each time you give a CEO or spokesperson only bullet points and talking points for an interview, you give them license to ad lib. Have you ever seen anyone who can truly ad lib well? They are few and far between. The person who ad libs is doing what? Winging it! And when you wing it you crash and burn.

Start each interview with three key AREAS that you want to talk about. For each of those areas, you should have learned and internalized several pre-written sentences that are also very quotable sentences. Then, each of those three areas should have three key messages of their own, that are well written, internalized and quotable. And conceivably, each of those three key messages will have three more messages to go with them.

Pretend your conversation is a large live oak tree like you see in the South. Picture that tree with a huge, sturdy trunk and three large branches. Your “Tree Trunk Message” should consist of two sentences that anchor the entire conversation. These are the first words out of your mouth when the reporter asks the first question and they provide context for the entire conversation. Both sentences must be quotable.

Next, write two more sentences for each of those three large branches that grow from the tree trunk. These sentences must also be highly quotable and will add a few more overarching facts and point to other important areas that you may want to talk about.

Now add three limbs to each of the large branches. Then add three twigs to each of the limbs. Then add three leaves to each of the twigs. Ultimately, just as a tree sprouts limbs, twigs, and leaves, your conversation needs to sprout additional sentences with slightly more detail. Draw it out. If you can visualize the tree, you will begin to understand how the conversation grows.

In our analogy, the leaves represent great detail while the tree trunk and three branches symbolize very basic facts. If you invest time to populate your tree with verbatim, quotable sentences that you internalize, you will ace your next interview. Basically, your populated tree has created a full conversation and an interview should be a conversation. It should tell a story.

The Conversation Tree analogy has prepared us to tell our story in the inverted pyramid style – the same style reporters use when they write.

This is not easy. It takes a great amount of preparation. An interview is as important as any business deal. If you could attach a dollar to every word that comes out of your mouth, would you make money or lose money?

Bottom line – know what you want to say, know it verbatim, and be prepared to tell a story.

 

Crisis communications and media training expert Gerard Braud, CSP, Fellow IEC is based in New Orleans. Organizations on five continents have relied on him to write their crisis communications plans and to train their spokespeople. He is the author of “Don’t Talk to the Media Until…”

More crisis communications articles:

3 Lessons the Melania Trump Coat Can Teach All Public Relations People

The Biggest Lie in Crisis Communications

4 Steps Every Company Needs to Take in Order to Avoid the Default Spokesperson

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You May Be Guilty of PR Word Vomit

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https-::pixabay.com:en:business-adult-people-office-3365365:By Gerard Braud

Before every media training class I teach, I ask the PR team to provide me with their existing key messages. Most are word vomit.

Many public relations people “vomit” every word they can, every cliché they can, and every statistic they can onto the page they submit to me. As you might guess, I have to do major key message re-writes before every media training class.

While teaching interview skills in a media training class, a participating executive provided expert insight to the lesson I was teaching.

“So you don’t want us to word vomit everything we know in a media interview, right?” he asked.

That isn’t how I would have phrased it, but now that I think about it, many spokespeople, and the public relations people who write the key messages for the spokespeople, are guilty of “word vomit.”

When a spokesperson is being interviewed, more is less. You must help them fight the urge to say everything they know about the company or organization.

The more you say to a reporter, the more you subject yourself to editing that you may not like.

It may not be pretty, but today’s media training expert advice is:

  1. Avoid word vomit when you write your key messages.
  2. Avoid word vomit when you are speaking to a reporter in a media interview.

If someone read your key messages right now, would they think, “Ugh. Too much information!”?

If you need help finding the perfect way to write your key messages, check out my “Kick-Butt Key Message” writing program.

 

Crisis communications and media training expert Gerard Braud, CSP, Fellow IEC is based in New Orleans. Organizations on five continents have relied on him to write their crisis communications plans and to train their spokespeople. He is the author of “Don’t Talk to the Media Until…”

More crisis communications articles:

3 Lessons the Melania Trump Coat Can Teach All Public Relations People

The Biggest Lie in Crisis Communications

4 Steps Every Company Needs to Take in Order to Avoid the Default Spokesperson

 

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Media Training Tip #1: Don’t Talk to the Media

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https-::pixabay.com:en:video-cinematography-film-movie-943569:by Gerard Braud

The title of this article may sound counter-intuitive, so let me explain further. Don’t talk to the media, but to the media’s audience.

Each time you are about to engage with the media, ask yourself, who is the audience and how smart are they? The general rule is that the average person who watches TV news has a 6th-grade education. And, the average person who reads a newspaper reads at an 8th-grade reading level. Those listening to radio news fall into those same ranges.

When you do a media interview, a podcast, send out a news release, or are asked for a quote, you need to be talking to those people and using words and language that those people understand.

Drop all the big words. You don’t win any prizes for being multi-syllabic.

Can the corporate jargon. “Synergistic win-win collaboration” means nothing to anyone but you.

Say goodbye to the government speak and ax the acronyms. Neither your audience nor the media should need to be a code talker to decipher what you are saying.

Imagine you are asked to speak at career day to a 6th-grade class at your local school, what will you say?  In fact, my assignment for you is to call a local school and ask to speak at the next career day. It’s a great exercise.

OK, so the skeptics out there may disagree.

Here are the things I hear from the skeptics:

  • My audience is different.
  • Well I’ll just tell the media what I know. It’s their job to simplify it.
  • I don’t want to dumb it down.
  • What will my peers think?

My answer is bull, more bull, definitely bull and absolutely bull.

If your goal is for the media to get it right, then simplify the information for them. Do their job for them. Do the translation for your audience.

No one wants you to dumb it down and I’m not asking you to dumb it down. I want you to simplify it. There is a difference. I want you to be inclusive. I want you to respect what the audience may or may not already know. Be kind. Help them out.

If you are concerned about how smart you will look to your peers, seldom will your peers be your audience when you do a media interview. Chances are your potential customers are your audience. Doctors should not use technical medical information but should use bedside patient language. Corporate people should not use corporate speak but customer speak.

Research also shows that even people with college degrees and advanced degrees prefer to read at an 8th-grade level. Information overload means they really want to be able to skim and quickly digest everything they have to read, whether it is a newspaper, e-mail, website or memo.

It is your responsibility to communicate in a way that the media’s audience will understand. You have a responsibility to communicate in a way that is easy for the media to understand, digest and repeat.

So our first rule is “don’t talk to the media.” Braud book:CD

In the next media training lesson, we’ll talk about the connection between profit and a media interview.

For the full 29-day online course on media training and 29 secrets you need to know before you open your mouth to a reporter, visit here.

Crisis communications and media training expert Gerard Braud, CSP, Fellow IEC is based in New Orleans. Organizations on five continents have relied on him to write their crisis communications plans and to train their spokespeople. He is the author of “Don’t Talk to the Media Until…”

More crisis communications articles:

3 Lessons the Melania Trump Coat Can Teach All Public Relations People

The Biggest Lie in Crisis Communications

4 Steps Every Company Needs to Take in Order to Avoid the Default Spokesperson

 

3 Ego Driven Comments and 5 Ways to Combat Denial: Expert Media & Crisis Skills

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By Gerard Braud, CSP, Fellow IEC

Certain crisis communication and media interview scenarios send shivers up my spine. Would you love to know the top three?

  • When someone says they don’t need to prepare for something, I cringe.
  • When someone says, “I’ll wing it,” I feel a disaster coming.
  • When someone rejects writing a crisis communications plan with pre-written news releases and says, “We’ll just get everybody in the room when it happens and hash it out,” I gasp in disbelief and wonder which world they live in.

Why are these so cringe-worthy?

The answers are below and I’ll be discussing these issues with members of ACD during my presentation at their conference in St. Louis. [EDITOR’S NOTE: This post has been updated to reflect that The National Association of Chemical Distributors (NACD) has changed its name to The Alliance for Chemical Distribution (ACD). This may affect some links.]

 Attendees can download handouts here.

https://braudcommunications.com/pdf/2018-NACD-Hanout.pdf

 Copies of Don’t Talk to the Media Until… can be purchased here.

https://braudcommunications.com/store/

 

In a world that moves at the speed of Twitter and mobile phone images, a crisis communications expert would tell you that seconds REALLY, REALLY, REALLY count.

But what do we see too often?

We see human egos telling executives that they can wing it and spontaneously crank out great media statements when a crisis hits.

Other companies operate on hope and denial, hoping a crisis never happens and denying the reality that it only takes one event to destroy the reputation and revenue of an organization.

The best companies take these five steps:

1. Conduct a Vulnerability Assessment

Hire a facilitator to help you build an extensive list of all of the potential issues that could affect your reputation and revenue. The facilitator will help you sort out the vulnerabilities that affect your incident command plan, your business continuity plan, and your crisis communications plan. Some types of crises will affect all three plans. But you’ll be surprised to see how many only trigger your crisis communication plan.

2. Write a Crisis Communications Plan

This task can take a year of collaboration to get it right. After too many years of exhausting collaboration, I’ve created a crisis communications system that can be licensed and put in place in a single day. If you are going to tackle this yourself, the key is to build a plan that can be read and simultaneously executed in real time, so nothing falls through the cracks. The more specific, the more terrific. When written properly, it perfectly captures the complicated process of gathering information, confirming the information, and then disseminating that information to various stakeholder groups. It is a fool’s bet to think you can hash out communications decisions spontaneously during a crisis. A great crisis communication plan should have decision trees built in to help your team select the best options based on the uniqueness of each crisis.

3. Write a library of pre-written news releases

Yes, with skill and time, you can write a news release today that is still perfect and ready to use ten years from now. The secret is to write statements with the proper multiple choice or fill-in-the-blank options, based on questions reporters are most likely to ask in a news conference. I typically license 100 at a time to most companies I work with. Short of subscribing to my library, your task is best achieved through a writing retreat. Realize that most companies take three to five hours before they release a statement during a crisis. In contrast, Twitter takes 60 seconds. Your job is to close that gap. Getting everyone in the room and hashing out a news release by committee during a crisis is the worst thing you can do.

4. Do Media Training for your spokespeople

The best athletes have coaches. The most successful business leaders have coaches. And yes, the best spokespeople have coaches. Oh, and yes, you will pay your coach a fair price for their skills. Interview your prospective coaches to see if they are a good fit. For crisis communications media training, be skeptical of a public relations firm that offers 20 different services plus media training. Also be weary of any trainer who tells you to ignore the reporter’s questions and talk about only what you want to talk about. That sort of bad advice will result in embarrassment, public outrage, and degradation to the company’s reputation and revenue. Media training should go hand-in-hand with writing your pre-written news releases. Those news releases, when written properly, should be the script you read to the media during a crisis news conference. Oh, and remember that one media training class doesn’t let you check this task off of a bucket list. Annual practice is a must.

5. Conduct a crisis drill to test your various plans and your people.

Many organizations conduct an emergency drill and only test their emergency response. Never do they role-play the scenario of conducting a news conference or facing an unruly mob of reporters. Likewise, many are not ready for the negative onslaught of social media during a real crisis. Hence, when a crisis happens, folks are outdone and beside themselves because the media and social media consume their time and attention, taking them off of their response game. These days, your drills must be holistic. Test every plan and every person all in one comprehensive drill.

Next time you hear a colleague suggest you hash it out on the day of your crisis and then wing it in interviews, feel free to challenge them, their ego, and their denial.

 

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Stop Un-Selling: Roseanne Uses Social Media to Create a Costly Self-Inflicted Crisis

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Roseanne Barr TweetBy Gerard Braud, CSP, Fellow IEC

 Un-Selling. It is the opposite of selling. It’s not good (he writes sarcastically). Stop Un-Selling, people. Stop it!

I could stop there, but today’s case study looks at ABC canceling their hugely popular television sitcom reboot of the Roseanne show, which drew upwards to 25 million viewers per week.

The Roseanne show was selling. The reboot of the sitcom was a huge moneymaker for ABC. Money was pumped into production and marketing. Huge salaries were paid to stars. Jobs were created for writers and the production staff.

Then this morning, Roseanne made the unwise decision to Tweet something racist. Yep. In a nanosecond it is all gone. Roseanne tweeted that, “muslim brotherhood & planet of the apes had a baby-vj.” VJ is indicated to be Valerie Jarrett, a former senior advisor to President Barack Obama.

The revenue is gone. The jobs are gone.

Like many people; like many companies; this is a self-inflicted crisis. I like to call these self-inflicted crises an act of “Un-Selling.”

The world is hypersensitive. Social media fuels hypersensitivity.

Corporations can no longer defend themselves in a hypersensitive world. Admitting defeat and closing up shop is more cost-effective than fighting a controversy and the fallout associated with the crisis.

Somehow, after 12-14 years of social media, many people and companies still seem oblivious that we are at the crossroads of social media; we are at the crossroads of crisis communications; we are at the crossroads of selling.

Roseanne has always been controversial and has said many things in her comedy that offend people. When she went off of the air 21 years ago, social media didn’t exist. Heck, 21 years ago the internet and email were just making their mark.

There was a time when a network like ABC would experience a crisis like this, then hunker down with lawyers for a few days, then count how much money they would lose if the show got canceled. They would compare that number to the revenues they would earn, before making decisions. Those days are gone.

These days, decisions are swift, brutal, and costly.

Every corporation is vulnerable to Un-Selling these days. It can be from your own post. It can be due to a bad situation captured on video and shared with the world.

I can’t help but notice the irony that I’m typing these words at the very moment every Starbucks store is closed for sensitivity training because the arrest of two black men was captured in one of their stores, causing the company to lose customers. (Yes, Starbucks was Un-Selling.) It happened when United Airlines dragged a passenger off a flight. It happened when Wells Fargo created fake accounts. It happened when Facebook sold your data.

Everyone one of these is an act of Un-Selling by a company. Un-Selling requires crisis planning and crisis training.

Plan, practice, and stop Un-Selling.

 

 

Media Interview Secrets: 4 Steps Every Company Needs to Take in Order to Avoid the Default Spokesperson

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Crisis communications Expert Gerard Braud - QuoteBy Gerard Braud, CSP, Fellow IEC

Who is the default spokesperson? In my expert opinion, the default spokesperson is the eyewitness who controls the media, because a company in a crisis has not provided their own expert for a media interview.

Think about it. A guy named Bubba – an eyewitness – controls the reputational fate and financial future of your company, if he is talking to the media, and an official company spokesperson is not being quickly provided by your company.

It blow’d up real good.

is the quote I once put on TV from a guy named Bubba following a chemical explosion, as he stood outside his mobile home.

In two weeks I’ll be speaking at conferences for both the Alliance for Chemical Distribution and the International Association of Business Communicators. Later in the month, I’m part of a crisis drill team for a nuclear power plant. The need for speed will be a key point in each of my presentations and training programs.

When I was a journalist, I remember people would actually ask me, “How come reporters always interview people with no teeth who live in trailers?” They were referring to the eyewitnesses, like Bubba, who were often interviewed near industrial facilities following a chemical explosion.

These days, before reporters even arrive on the scene of a crisis, eyewitnesses like Bubba, are posting pictures, videos and personal accounts to social media – especially Twitter, YouTube, and Facebook.

As a company, you have

4 communications obligations in a crisis:

  1. Designate multiple people who can serve as your spokesperson.
  2. Hire a media trainer to properly train those spokespeople.
  3. Train the spokespeople to be ready with a written and oral statement that can be shared within one hour of the onset of the crisis.
  4. Hire someone to write a crisis communications plan with a library of pre-written statements and scripts that can be used to quickly and accurately communicate with the media, employees, community, and other stakeholders.

I’ll add a bonus 5th tip: Budget for media training and a crisis communications plan with the same priority you budget for safety training, sexual harassment training, and diversity training. Justify the expense by recognizing that your corporate reputation and revenue hang in the balance for each crisis.

Remember, the destiny of your company is in the hands of a guy named Bubba, when you fail to provide a spokesperson in a crisis.

The Worst Professional Jargon Examples: 3 Tips for Effective Communications

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By Gerard Braud, CSP, Fellow IEC

People hate jargon.

Employees hate jargon.

Customers hate jargon.

People love to make fun of jargon and most have a hit list of phrases, clichés, and abbreviations that they hate. I invite you to add a list of the ones you hate in the comment section below.

I introduced, “The Worst Speech in the World” to show how crazy jargon gets.

This is not the usual keynote speech I deliver, but I could likely write a customized speech just like this for every association, conference, and convention from New Orleans to New York.

So why does your CEO, VP, or manager use jargon?

Why do your work colleagues use jargon?

Here are some observations:

1) Many executives, business coaches, business trainers, and authors are looking for a profound phrase or expression. The “sticky” phrases get repeated by people who want to share what they learn from the coach, trainer, or author.

2) The world is full of copycats who use copycat clichés. For many, it might be laziness or a time saver, to simply lift phrases they’ve heard all of their lives.

3) No one has taught the person using the cliché, especially in a speech, that originality is more profound then mimicking someone else. We can usually chalk this up to the speaker not having a speech or communications coach and trying to wing it.

In conclusion, analogies are great. Use them with sensitivity, such as avoiding the phrase, “open kimono.”

Make your analogies original. People love original thoughts and ideas.

How to Deal With a Crisis? 5 Expert Crisis Communications Tips

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MARCH MEDIA TRAINING MADNESS-3

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By Gerard Braud

Crisis communications is vital when bad weather strikes. The March 2018 wave of winter storms is demanding expert crisis communications from schools, universities, electric companies, government agencies, airlines, and a slew of other types of businesses.

People are often surprised when they ask, “How to deal with a crisis?” when I respond, “Don’t let the crisis happen.”

The secret: Manage expectations

Winter weather, much like a hurricane, has two crises in one. The crisis of the natural disaster cannot be prevented. But the crisis of public outrage can be mitigated if you manage expectations of your audience before the crisis begins.

Here are 5 steps you can follow:

1. Scare the pants off of people.

Don’t beat around the bush. Let people clearly know the pain, problem, and predicament they may face. If you are an electric company, warn customers of the harsh conditions they may face because the power may go out. Use strong, direct crisis messages, such as, “You may be without power for hours, days, or even more than a week.” Then give a specific list of steps they should take, such as evacuating, having backup generators, having ample food and water, or having ample gas or wood for heating.

2. Empathize before the storm hits.Latimer

Open your warning statement with an empathetic preamble, such as, “We know that our customers expect {Insert Your Service Here}. We want the same thing for you. However, we could all soon be facing the effects of {Insert Name of Effects}. We are prepared to respond as quickly as we can, but you may face some serious hardships because of events beyond our control.”

3. Blanket all communications channels.

Do media interviews with newspapers, radio, and television. Make your warnings strong. Consider purchasing commercials or ads to supplement your news coverage. Blanket your website by putting the warnings on the homepage. Blanket your social media with shareable images and videos. Email all employees so they become your message ambassadors. Email all customers, if you have their email addresses. Let public officials know the potential impact, to keep them from grandstanding their outrage for the media and voters to see.

4. Don’t feel compelled to respond to every social media post.

Frustrated customers quickly vent frustrations on social media. When possible, take your response offline with a direct message or a phone call. Reject the misguided notion that responding to every message on social media implies transparency. The truth is, replying on social media will boost the negative comments to the top of everyone’s newsfeed. Then trolls and haters add more hate, causing you to reply, causing the post to go to the top of the newsfeed again, which invites more hate. In a crisis, you can get sucked into a vortex of negative comments, which you ultimately can’t manage. However, if you’ve previously managed expectations with clear warnings (Step 1), empathized with the potential suffering (Step 2), and blanketed all communications channels (Step 3), the negatives on social media should be minimized.

5. Blanket communication channels with updates.

If your storm recovery is going better than planned, announce it and create hope. If your storm recovery is hitting glitches, announce it and manage expectations while adding an extra layer of empathy.

In conclusion, if you see angry elected officials, citizens, or customers lashing out, there is a strong likelihood that the targeted organization allowed the crisis to become a bigger crisis, because they failed to manage expectations.

PR Tips on How to Get to Know Your Local Reporters

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When a crisis hits, you need to have effective crisis communications and media relations. You need to have relationships with your local reporters that will help you be able to tell your story. When you have positive news to share, you want local reporters to help you get coverage and reach your audiences. You want to be able to issue public statements fast, and have the media share them fast. You do not want the media speculating about your crisis. So, how do you get to know them and develop positive relationships with them? Some PR expert followers and media relations experts on social media have weighed in on our weekly discussion question. Some experts recommended coffee meetings, others recommended various networking strategies. We now want to hear what you have to add! Do you agree with their comments? What have you had success with?

This week’s discussion question is one of a series of debates in the media relations, crisis communications, public relations, and social media industries where you and your colleagues can share observations with each other. Yes, YOU are invited to share your bite-size bits of best practices. Here is how:

Step 1: Subscribe to The BraudCast on YouTube

Step 2: You will see a short video that poses a new question every Monday. You then post your best practices and observations on The BraudCast YouTube channel.

Step 3: Once your opinion is shared, you can follow the discussion online so you can compare your best practices to those of your professional colleagues.

Step 4: Watch the follow-up Friday Video where you will see a short YouTube video outlining some of the most interesting observations. Yes…your comments may actually show up on our BraudCast video, bringing you world-wide fame, fortune, a big raise, glory, street parades, and more.

Thanks in advance for sharing your knowledge. Please take 2 seconds now to subscribe to The BraudCast.