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Crisis Communication Case Study: Malaysia Airlines

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Malaysia-BlogBy Gerard Braud

Ask any expert in global crisis communications how Malaysia Airlines should be communicating during their crisis and you will get varied opinions. Having worked in Malaysia many times writing crisis communications plans and teaching media training, I would like to offer five things worth considering, should you face a prolonged crisis that draws global media attention.

Culture – Problem #1

Malaysian’s culture and religion are different from traditional western culture and religion. Their language also includes a mix of Malay, Mandarin Chinese and English. Prior to my trips, I’ve taken classes to help learn and respect their culture. I’ve even learned to speak some Malay.

Sadly, western media wants to play by western rules, often with little regard for the culture of another country. Media are not known to stop what they are doing to take cultural sensitivity classes. U.S. media can be especially pushy and overbearing. Chances are western media will not adjust to or fully respect Malaysia’s culture. Hence, if you work for the airline, you must be prepared to adjust to all of the many global media outlets and their ways. This is no easy task.

Accomplishing this means that long before you ever have a global crisis, you need to write a crisis communications plan that takes this into account. Next, you need to practice it at least once a year in a crisis communications drill until you are an expert communicator and public relations professional. The drill will also help your leaders better understand what they will face during a crisis, provided your drill includes intense mock media and mock news conferences.

Joint Information Centers (JICs) – Problem #2

In the U.S., when your corporation has to share the stage, microphone and crisis with government agencies, often all parties agree to set up a Joint Information Center (JIC). Often, the government agencies want to take the lead and usually corporations are too willing to let the investigating agencies bear the burden of the media interviews. This usually happens because the corporation has failed to write a good crisis communications plan, they have failed to train their spokespeople, and they have failed to hold annual crisis communications drills. Due to their failures – all of which could have been avoided – they capitulate to government agencies, praying the government agencies have good spokespeople.

I despise when this is done. I especially despise when a corporation depends entirely on government spokespeople to communicate.

Consider that government agencies cannot and will not communicate empathy to the affected parties. Their communications is only about the issues related to their investigation and fact gathering. Government agencies have a different communications motive than the affected company. Only the offending party – in this case the airline – can adequately communicate empathy to the family members of passengers.

You have an obligation to media train your spokespeople to the highest level so they can hold their own in a news conference.

Separate Media From Grieving Families – Problem #3

Malaysia blog 2Never house family members in a building or hotel where the media has easy access to them. Crying family members amid the media makes for a great story for the media and a horrible story for your company.

When I was a reporter, I hated talking to family members in situations like this. I recall covering the derailment of an Amtrak passenger train with a high fatality count. The train plunged off of a bridge late one night and the passengers were trapped in the rail cars deep in a river. Family members were holding out hope that there were air pockets with people alive in the cars, just as Malaysian Airline families are holding out hope that their family members are alive somewhere on a remote island.

In the story I was covering, the trauma went on for days, with Amtrak housing the families in the lobby of a hotel with us – the media. The families never got a break from the cameras and the microphones and our producers kept asking for more interviews. Amtrak looked bad every time someone fell to pieces emotionally in the hotel lobby.

If your company might face this type of crisis with a high fatality count, your crisis communications team must work with your risk management team to identify, in advance, facilities where families can be housed without the media being anywhere around.

Brute Force Never Plays Well In Front of the Media – Problem #4

When Malaysian authorities hauled away a grieving family member earlier this week, it made a bad situation look worse. Authorities lost their cool. This happens all over the world. When they lose their cool, authorities seldom ask, “How will this play on TV?” This is one more reason to follow the advice above to keep the families separate from the media.

My experience in Malaysia assures me there are many gated resorts that the airline could take over as their base for families. These resorts have sleeping accommodations, restaurants and beaches. Malaysia Airlines should be using one of these resorts. The risk management team should be prepared to buy out the entire resort, keeping families content behind gates, keeping the media on the other side.

Manage Speculation With More Spokespeople – Problem #5

In an ongoing crisis like this, the media lack facts, so they turn to third party experts and ask speculative questions to get speculative answers. If your company is the offending company, you need to have highly trained spokespeople speaking on behalf of your company in every country where your customers have a presence. Those trained spokespeople need to:

A.) state the obvious facts in well worded quotes

B.) constantly communicate empathy and what is being done for the families

C.) constantly discourage speculation

If we look at the Malaysian Airlines case study, speculation has been generated by:

A.) an oil slick near Vietnam

B.) debris at sea near China

C.) possible debris spotted by Australia

D.) rumors that the plane landed safely on some remote airstrip

E.) rumors about the pilots and their routes.

When you fail to provide good information in a crisis, the media fill the void with speculation.

Conclusion

Never believe that any crisis is too big or too complicated to prepare for. You can prepare a crisis communications plan that will address every scenario you may face. Your crisis communications plan can have an addendum of pre-written news releases and media advisories for even an extended crisis like Malaysian Airlines. You can test your crisis communication team, your crisis management team and your spokespeople with a crisis communications drill annually. You can conduct media training annually for everyone who may have to serve as a spokesperson.

This isn’t rocket science, but it does require a commitment from the public relations team and from the leadership team.

So, will you prepare and perform flawlessly or will you leave everything to chance?

Media Training and Word Vomit (Ew! Gross)

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word vomitBy Gerard Braud

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.”

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.

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.

As gross as it may sound, today’s media training expert advice is:

a) Avoid word vomit when you write your key messages.

b) 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, “Ew Gross. Word vomit.”?

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

Who Should Be Your Spokesperson in a Crisis?

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Entergy Drill Gerard BraudBy Gerard Braud

In media training and crisis communications training, there are many debates about who should be your spokesperson in a crisis. Here are three common arguments and what you should consider.

Argument 1: The CEO Should Always Be the Spokesperson

A CEO who wants to be the only spokesperson is destined for failure. In a crisis, the CEO should be:

1) Managing the crisis

2) Managing the business operations

This is especially true in the first hours of a crisis when information is just becoming available.

In a severe crisis involving injuries or fatalities, the CEO becomes the face of the organization’s compassion. Even then, the CEO as a spokesperson might come several hours into the crisis. In the first hour, when a statement needs to be made, the CEO is often busy with other issues.

Also, if a CEO misspeaks early in the crisis, they destroy their credibility and undermine the reputation of the organization. Whereas, if anyone else misspeaks early in the crisis, the CEO can step in to clarify the facts and becomes the hero figure.

Remember BP’s CEO Tony Hayward, who uttered, “I want my life back.” That line caused him to be fired as CEO.

Argument 2: The PR Person Should Always Be the Spokesperson

The public relations person is an excellent choice as spokesperson in the first hour of the crisis when media might be just arriving, but doesn’t need to be the spokesperson throughout an entire crisis.

The PR person should be on the crisis management team and should serve as leader of the crisis communications team.

A “First Critical Statement” should be in every crisis communications plan. When few facts are known, it allows the PR person to:

1) Acknowledge the crisis

2) Provide basic facts

3) Say something quotable, while promising more information at a future briefing

(For a free First Critical Statement contact gerard@braudcommunications.com)

Spokesperson gerard braudArgument 3: A Variety of People Should Serve as Spokespeople

My recommendation is that numerous people should be media trained as spokespeople. In a crisis, the PR person should speak during the first hour of the crisis. By the end of the second hour of the crisis, a subject matter expert should serve as spokesperson. If needed, the subject matter expert can remain as spokesperson if the crisis is ongoing. The final news briefing of the day may be the best time to feature the CEO as spokesperson.

Think of your spokesperson selection process the way sports teams operate. You have stars and strong people on the bench, ready to step in as needed.

Media training helps identify your star players and secondary players. Most of all, never let anyone speak without intense training. Media play hardball. Don’t send out an untrained person with little league skills.

About the author: Gerard Braud, CSP, Fellow IEC (Jared Bro) is a media training and crisis communications plan expert. He has helped organizations on 5 continents. Braud is the author of Don’t Talk to the Media Until… 29 Secrets You Need to Know Before You Open Your Mouth to a Reporter. www.braudcommunications.com

Re-Think Your Writing: Three Ways to Make Your Words Resonate With Your Audiences

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By Gerard Braud

Gerard Braud Media Training ManualFew people read to the end of an article. I have little confidence that you will read to the end of this article, even though the final thought may change your life and career. Every reader makes several judgments throughout each article as to whether they should move on or read on.

What if you began with that thought every time you write?

Would you change the way you write to make it more compelling?

Here are three things that you can do to produce words that resonate with your audiences and increase the chances that your audiences want to either read more or hear more about your topic.

Write Conversationally

Approach everything you write as though it is a script for the greatest speech in the world. Listen to great speeches and study the language and motivational techniques. Notice that the language is conversational. The words in great speeches are usually words that we hear in everyday language, yet they are organized in a way that invokes a call to action or a deep emotion.

Whether you are writing for print or the spoken word, re-think your style to be conversational. No, this isn’t the way you were taught to do it in college. Face it — most colleges taught you to write for a newspaper and that style was created long before we lived in a world with as many information outlets as we have today. This is your permission to rethink your style to match the needs of your audiences.

As you write, hear the voice. Channel the voice of Kennedy, Reagan, King or another great speaker. Consider that sometimes you may write something that looks great in print, but it doesn’t sound good when read aloud and it isn’t comfortable to the ear. Something that sounds good to the ear, and can be spoken with ease, will also look great in print and is easier for your reader to read.

Write Inclusively

After nearly two decades of political correctness and diversity training, we should all realize that these movements are centered on inclusiveness. Corporations and government agencies have spent millions on training programs centered on inclusiveness. Yet these same organizations, and the people who write for them, exclude vast audiences when the writing is filled with institutional jargon and acronyms. A person shouldn’t have to “belong to the club” in order to be able to understand what is written or said.

Junk the jargon and realize there are no prizes for being multi-syllabic. In media training classes I always try to get spokespeople to speak at a sixth, seventh or eighth grade level, because that is the level at which most people comprehend the written and spoken word. To achieve this, you must shun the idea that you are “dumbing things down” and adopt the approach that you are simplifying the information to be inclusive of everyone in your audience.

Vigorously Fight Edits from Non-writers

Many corporations, government agencies and non-profit agencies are lead by left-brain, analytical individuals and seldom by right-brain, creative individuals. Analytical people, such as accountants, engineers, scientists or doctors are each great at their skills, but their proper writing skills are as poor as the creative person’s math skills.

When I’m invited into organizations to help them achieve more effective communications, I always promise the accountants that I won’t try to balance their books if they don’t try to re-write what the public relations team has written. You should instruct the left-brain analytical types that they have permission to correct errors, but that they should respect the professional training of the writer and respect the content and style of what is written. If you really want to get their attention, tell them that every time they change a letter you’ve written, you get to change a number that they have on a spreadsheet. This should cure the problem.

We each have natural skills and gifts. I know my gifts are definitely not in math but are rooted in written and spoken word. Try the above lines where you work. Stand up for yourself. Push back. If someone wants you to re-write something that you’ve written — and you know it is good and they want to clutter it with jargon, acronyms, and excessive facts and figures — you have an obligation to your craft and your career to push back.

Will there be a big payoff if you implement these three ideas and re-think your writing? Try it and see for yourself. You’ll never know until you give yourself permission to try.

 

 

Crisis Management & Crisis Communication: The Justin Bieber Case

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By Gerard Braud

JustinBieberIn crisis management and crisis communication you must manage the rule of thirds, as it relates to your brand and the management of your reputation.

Define the rule of thirds this way:

One third of the audience loves you – and nothing can change that.

One third of the audience hates you – and nothing can change you.

One third of the audience swings like a pendulum and they love or hate you based on what is trending at that moment.

Please see exhibit A: Justin Bieber.

His self-made series of recent crises have eroded his credibility with the middle third.

Do you know parents who have supported their daughters, who love Bieber? Did those parents in some way also think Bieber was a nice guy?

If you had asked them a year ago, they would have said, “He’s a nice kid, he has great God given talent, and his mom seems to be trying to keep him grounded.”

Ask them today, they might say, “Justin Bieber is a spoiled little a**hole.”

Want more proof of how this works?

1) Bieber is officially the butt of an increasing number of jokes. During the Olympics, the trending joke was that the loser of the U.S. versus Canada hockey game had to keep Bieber. Hashtag – that’s funny for us. Hashtag – that’s sad for Bieber.

2) Radio station Rock 100.5 staged an impressive enough anti-Bieber hoax that CNN and other media reported it without doubting it could be true. Hashtag – lack of journalism. Hashtag – that’s funny for us. Hashtag – that’s sad for Bieber.

In a world where media quotes media rather than investigating the story themselves, it is estimated the fake story appeared 4,500 times around the world.

Define a crisis as anything that affects your reputation AND revenue. Bieber falls in both departments.

The rule of thirds always rings true.

How would the rule of thirds go down for your company in a crisis? Would you keep the middle third or lose the middle third?

 

 

 

 

3 Symptoms of Emergency News Release Syndrome and 3 Ways to Deal With Them

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By Gerard Braud

Emergency News Release Gerard BraudOur last article focused on the need for public relations experts to be more strategic as they accomplish tactical tasks. You were reminded that the articles you write must result in behavior change. Your Tweets, Facebook posts and videos must also result in change such as better employee productivity, more sales, or a changed behavior in your customers.

Once you have set up your strategic goals for the year, you must fight what we will call, “Emergency News Release Syndrome.”

Symptoms of Emergency News Release Syndrome include:

1) Emails from an executive telling you in the middle of the day that they need an unplanned and unscheduled news release by the end of the day.

2) An executive walking into your office asking you for a news release immediately for something that he or she has known about for weeks, but did not trust you enough to share with you previously.

3) Someone from a random department, that achieved an internal goal, wants you to write a news release to brag about their accomplishment. No one in the outside world, or even outside of their department, cares about it.

Several years ago I worked as a Vice President at Best Buy, which had one of the best processes I have ever seen for dealing with Emergency News Release Syndrome. It was in place before my arrival, so the credit goes to my predecessors.

Best Buy’s communications department had a policy that no news release would be written if the information did not correspond with the strategic objectives of the overall corporation. For example, if a corporate goal was to increase sales, the news release had to contribute to an initiative to increase sales. Also, if someone in IT came rushing to the communications department asking for a news release about a gadget that did nothing to improve sales or productivity, their request was rejected and no release was written. They were told to write a memo and place it on the bulletin board within their department.

Another policy was that there would never be a request for a news release for something that the communications department was kept in the dark about. When the executive leadership held confidential meetings about big, future initiatives, or potentially negative issues, a vice president from communications was brought into these confidential discussions from the beginning.

Both of these approaches worked because the communications team instituted a “Gatekeeper” policy. All requests for news releases had to go to the Gatekeeper. The Gatekeeper and her team would evaluate whether the information contributed to the company’s strategic objectives.

There are two somewhat sarcastic lines I use when presented with an Emergency News Release request:

• Do you want fries and a large coke with that news release?

This references the concept that you are not in PR just to take orders like someone at a fast food restaurant.

• Poor planning on your part does not constitute an emergency on my part.

This references the concept that in PR, your day, week, month and year should be planned out. Yes, you must be flexible on days when things are truly beyond anyone’s control, but man-made emergencies that result from poor planning or corporate secrecy are unacceptable.

You should do these things:

1) Set PR objectives annually that are in line with corporate objectives.

2) Appoint a gatekeeper and communicate to all what the PR department’s policies are regarding the gatekeeper system.

3) Push back and stick to your guns when people violate the gatekeeper system.

In short, be a welcome mat for strategically communicating and not a doormat for everyone to wipe their feet on.

How Public Relations People Judge Success: One Monumental Secret to Achieving More Success in the Coming Year

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By Gerard Braud

Blog-ChristmasPublic relations and communication professionals on a global basis are experts at creativity. One cute, creative holiday letter I received spoke volumes about how public relations people judge success and the urgent need for public relations people to rethink their approach.

The card was a creative spoof of the dreaded “holiday letter” that so many families send out. You’ve probably received one. It brags about the achievement of their daughter in dance class, the son’s success in soccer, the mom’s new workout routine, dad’s job promotion and of course, photos of the family vacations to exotic lands.

The accomplishments in this spoof letter included how many tweets the communications team made, how many Facebook posts, how many “Likes,” the number of videos posted and viewed, the number of publications created, and the number of news releases written.

This is typical of how many public relations people judge success; they judge it based on tasks completed.

What is wrong with this approach?

Ask: What Do I Want These Tasks to Accomplish?

Success should be measured not in the quantity of tasks completed, but by the impact those tasks have on or for your institution and your audience. If you Tweet 1,000 times, post 1,000 times on Facebook and blog 360 times in a year, but you have no followers and no readers then you also have no impact. If you are blessed with followers and readers, you must ask, “Have my communications caused my audiences to behave the way I want them to?” For example, did your customers buy more products? Did you guide your employees to be more productive? At a hospital, did you change the health habits of your community? At an electric company, did you help your customers be more energy efficient?

A new year is always a time to set goals. You should consider setting goals as strategic objectives that are accomplished by the tactical actions you take. Public relations actions without meaningful results equals busy work.

Hence, I would have loved to see that cute, holiday card spoof again next year. Next year I hope it tells me about the successes achieved in terms of end results rather than tasks completed.

Media Training Advice: 3 Lost Public Relations Opportunities in the Duck Dynasty Reaction

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By Gerard Braud Our focus on media training, crisis communications and public relations extends into the Duck Dynasty controversy and three lost opportunities. Put your politics, religion and personaBy Gerard Braud

GQ ClipOur focus on media training, crisis communications and public relations extends into the Duck Dynasty controversy and three lost opportunities.

Put your politics, religion and personal views about gender, sexuality and race aside for a moment in order to put these observations into the context for which they are intended.

Today’s primary question: Did those reacting to Duck Dynasty’s Phil Robertson each miss a golden opportunity in their reactions to advance their respective causes?

A secondary question: Is the media, in many cases, misreporting this story because most who are reporting on it are not reacting to the original GQ story? Instead, are they reacting to headlines they have heard from from others in the media, and from others who are reacting, who have labeled Robertson as homophobic, anti-gay and a racist?

Remember… put your politics, religion and personal views aside to look at the questions from a public relations point of view…

Also, read the GQ article first.

Also, read the Bible passage that Phil makes reference to.

Once you’ve done your background research, you can read on…

Here are the missed media opportunities by A&E, gay activist groups, and groups representing blacks.

Lost Opportunity #1 – Gay Organizations are failing to advance their cause because they opted to be reactive rather than pro-active in their statements. This is especially true for what I’ve read from GLADD. From a media training, crisis communications and public relations perspective, their statements vented anger back at Robertson. This approach divides all audiences into pro-gay and anti-gay factions.  If GLADD took a calmer approach and removed anger, hurt and outrage from their statement, they could – from a media and public relations standpoint – leverage the situation to their advantage.

If I were writing their statement for them, it would have said, “We recognize that many people in America share a similar Biblical belief as expressed by Phil Robertson, including the belief that it is sinful for a man to sleep with a woman he is not married to and for a woman to sleep with a man she is not married to. What we share with Robertson is the belief that monogamous relationships have value, and therefore underscores our support that marriage equality be extended to partners of the same gender. We also recognize that many people believe homosexuality is a choice and we continue to strive to educate people that a person’s gender, sexual orientation, and gender identity are defined in the womb. This is a belief shared my many Christians, who are both heterosexual and homosexual.”

Lost Opportunity #2 – The NAACP and the Human Rights Campaign issued a join statement that also chose to be reactive rather than proactive.

Phi on BlacksThe statement calls Robertson “racist” and “homophobic.” (A side note – this joint statement surprises me since many Christian blacks very much share Robertson’s Biblical views and believe in the same Bible passage which he referenced in GQ.)

In GQ Robertson talked about his own perception of blacks he knew and worked with growing up. The statements referenced his perception from where he lived, and from my read of the article, spoke of no hate toward blacks, yet the joint letter and the media have labeled Robertson as racist.

Again, the NAACP and HRC are using angry and accusatory language that reflects the hurt they feel. They are effectively driving the story and the headlines in the first phase of the story. However, for the sake of gaining a headline, did they fail to seize on a greater public relations opportunity to advance their cause?

My advice would have been to issue a statement that would have said, “Some in the black community will interpret the remarks made by Phil Robertson as racist. We, however, see it as a personification of what blacks endured during the civil rights period. In many parts of America, our white brothers and sisters did not see the discrimination that many of our black brothers and sisters were experiencing. It is for that reason that we have spent the last 50 years fighting for equality and justice for all and the reason we will continue to our efforts to bring awareness to the need for equality.”

Lost Opportunity #3 – A&E could have addressed this matter without Phil’s suspension. A&E quickly bowed to pressure from the above mentioned groups, who are well organized, well funded, and have a public relations machine already in place. Television networks usually make their decisions based on their own revenue and the reaction of advertisers, who get pressured by activist organizations.

A simple statement without the suspension could have been the wisest way the network could have responded to the unfolding media crisis. They could have simply issued a statement that said, “We realize that many people will be offended by Phil’s remarks, while many people share his belief. However, even if we, as a network do not agree with all that Phil has said, we respect his First Amendment rights and his freedom of speech. We ask for understanding by all of our employees, viewers, and sponsors. We also apologize to anyone who may have been offended by Phil’s remarks.”

While Duck Dynasty viewers are not currently as well organized as the above mentioned groups, I think A&E will see that they too vote with their dollars and have the ability to organize and mobilize through social media to put pressure on the network and the sponsors of Duck Dynasty. This program draws one of the largest audiences on cable television and A&E.

Crisis Management for Duck Dynasty

Now consider this media relations, crisis communication and public relations truth – We’ve seen many people who are in the media spotlight for a controversy, make it worse when they either respond or attempt to issue an apology. Paula Deen was horrible in her live Today Show interview with Matt Lauer. Chip Wilson, founder of Lululemon was forced out of his job because his apology was poorly worded and poorly executed.

The next move for Phil Robertson and the Duck Dynasty family is the most critical. A poorly executed post-crisis interview, like the one by Paula Deen, could spell disaster. While saying nothing in the short term is an option, every time any of the Duck Dynasty stars are in public, you can bet someone from the media will be there shouting a question or asking for a comment about the controversy.

Every member of the Robertson family – if they want to manage this properly – must sit down with the best media expert and best media trainer they can find – and spend some serious time preparing for their verbal and non-verbal reactions. The clever one-liners used on the television show will not play well in media interviews. The media trainer must work with the family members to keep them authentic and to recognize that they can still speak their mind, but that each word they say is important and each word they do not say is important.

Careless phraseology by an authentic person is what started this controversy. Careless phraseology will make the controversy worse.

There are many moving parts to this media crisis and there are many opportunities that have been missed and are yet to be taken.

Media Training for CEOs and Executives Worldwide May Save Their Jobs & Protect Their Profits – Ask Lululemon Founder Chip Wilson

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By Gerard Braud

Gerard Braud Media Training ManualEvery media training class I teach worldwide begins with this phrase:

“If you could attach a dollar to every word that comes out of your mouth, would you make money or lose money?”

Here is an image straight from my media training manual if you need proof.

Here is a video lesson for you to share with your CEO and spokespeople.

Recently we have published two articles here about Lululemon founder Chip Wilson. The first focused on his foolish ad-libs in a TV interview for which he was clearly not prepared. In the article we said his failure to prepare for the media interview would affect his profits. The second article focused on his poor attempt to apologize for his first blunder, creating a social media fire storm. Now comes the news that he is out as Chairman of the company he helped found, because of… wait for it… wait for it… because of things he said.

Media Training Manual Gerard Braud

Click image to watch video

Chip Wilson’s ad-libs and bad media interview caused him, in large part, to be ousted from the company that he helped start.

It all began in a Bloomberg interview and now CNBC is covering the final chapter on their network. 

Verbal blunders have cost an executive his position in his company.

This should be a wake-up call to all public relations people, executives and CEOs. It should be, but it won’t. Most CEOs and executives will remain too stubborn and arrogant to schedule time for training.  Most public relations people will be too timid and afraid of losing their jobs to get in the CEO or executive’s face and demand that they dedicate ample time to prepare for EVERY media interview.

Many CEOs and executives treat media training as though it is a bucket list item – something they do once in life. This is as dumb as me taking one class at putt-putt and thinking I can play golf against Tiger Woods in the PGA.

EVERY interview requires practice.

Media interviews are not something you should ever take lightly.

Media interviews affect your bottom line.

Media interviews are connected to money.

Media interviews affect profits.

Chip Wilson Bloomberg

Click to watch interview

I’m befuddled to see how corporations spend millions on branding, millions on product development, and millions on all the contracts lawyers write, all to protect profits. Why would any corporation or executive spend so much on all of that stuff… why would they place such a high financial value on all of that stuff… yet completely under estimate the financial value of a media interview?

Wake-up executives.

Wake-up public relations people.

Wake-up corporations.

Wake-up CEOs.

Wake-up Chairmen and boards.

 

If you invest time and effort in media training it will pay huge dividends.

I’ve witnessed corporations lose millions in moments in a bad interview.

I’ve witnessed corporations make millions in a moment in a well planned and practiced interview.

 

If you could attach a dollar to every word you say, would you make money or lose money?

 

 

Citizen Journalism: How Breaking News Got Broken and 5 Things You Need to Do Now

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By Gerard Braud

Gerard Braud * 15Watch the news coverage as winter storms move across the United States, leaving many people without power in the cold for up to two weeks. Much of this story is being told through the eyes of the so-called, “citizen journalists.”

Citizen journalism is one of the reasons breaking news got broken. While corporate communicators, corporate executives and corporate lawyers haggle over every word and comma in a news release, eye witnesses to news events are posting their pictures and videos online with astounding speed.

Corporations around the world need to wake up. They need to rethink their approach to media relations and crisis communications. They need to think and act like citizen journalists. They need to post fast to the web.

Learn more at this Free Webinar on Thursday, December 12, 2013

When I hear a corporate communicator tell me, “Our people will never let us do that,” my first instinct is to channel my inner Ron Burgundy because, “I’d like to punch you in the spleen.” Trust me, in 1994 I heard these same people telling us that we couldn’t use e-mail and websites. They were wrong then and they are wrong now.

But seriously – stop saying you can’t. Here are 5 things to consider.

us-airways#1 The Miracle on the Hudson

When U.S. Airways had a jet full of people land in the Hudson River in the media capitol of the world, all of the world’s media used the same image taken by a guy with a smart phone who posted the image to Twitter. I’d wager that U.S. Airways might have not even known they had lost a plane when those first images hit Twitter. You must be that fast to post images of your own news events.

#2 The Virginia Tech Massacre

On that sad day when 32 people died at Virginia Tech, University officials were slow to meet, slow to make decisions, and slow to issue both news releases and emergency communications to their student body. Instead, an engineering student used his smart phone to capture video of police officers on campus as 26 gunshots from the gunman are heard on the video. There was no national VT Cell Phonenews media on the campus at that moment, yet when the students uploaded his video to CNN iReports, the media had all they needed to tell the story from a location where no media would have been allowed. You must be that fast to post video of your own news events.

#3 Stop Analyzing Words and Commas

After more than 30 years in communications, I still don’t understand why corporations spend so much time scrutinizing a written news release, only to have the spokesperson say dumb, un-vetted comments in an interview. If the interview isn’t going to match the written news release then stop spending so much time on the news release and spend that time in media training with the spokesperson.

#4 Stop Writing News Releases from Scratch

Every crisis communications plan should have a huge library of pre-written and pre-approved news releases that can be easily modified through strategically placed fill-in-the-blanks and multiple-choice options. If 100 things could go wrong in your organization, you should have 100 pre-written news releases. The pre-approval process will allow them to be posted to the web and read to the media in less than one hour of the onset of your news event or crisis.

#5 Practice

To be as good as a citizen journalist you must have the necessary Facebook, YouTube and Twitter accounts set up. You must set up accounts with CNN iReports and other media uploading profiles. You need the right phone or tablet device and it must be configured to interface with your social media accounts. You need Skype for live reports. Here is the big one – you must practice your performance on camera as well as your ability to share and publish online from your smart device. This isn’t easy to do, yet you must do it and make it look easy.

The bottom line is someone will be telling your story. It can be an uninformed, yet technologically advanced eye-witness, or it can be an official source who understands the technology, as well as good media relations and crisis communications.

Who will tell your next story?

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