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Crisis Communications 2010 and the Tiger Woods Scandal

By Gerard Braud

It’s hard to believe that in 2010, people can still screw up public relations, crisis communications, crisis management and media relations, as much as Tiger Woods and his handlers.

Friday’s statement by Woods was old school. It was bad. It was too little. It was too late.

The Gerard Braud school of crisis communications says you should issue a public comment within one hour or less of the onset of a crisis going public. That means a statement should have been issued the day of the accident.

It’s 2010 and we have YouTube.com. I would have had Woods post a short YouTube video the morning after the accident. Nothing fancy; a simple point and shoot video camera with Tiger on camera saying, “Hi, this is Tiger Woods. Last night I did something really stupid and embarrassing. While backing out my driveway I hit a fire hydrant. I over reacted, pulled forward and hit a tree. You can imagine how embarrassing this must be for me. I’m okay. I’m not injured. I appreciate the concern of my fans. At this time I simply need to repair my car and my ego.”

When you say nothing, you open the door to speculation. When Tiger said nothing, he opened the door to all of his affairs. Had he issued a statement, there is a good chance none of this would have ever gone public and he could have dealt with his infidelity in private.

Waiting three months to make an appearance is unacceptable in 2010. Also unacceptable is the idea that Woods had to do the statement live, reading from a script, and taking no questions from reporters.

Here are my observations: Read more

Gerard Braud – Being Opportunistic – PR Sins of 2009 & How to Redeem Yourself in 2010

As we look back at the sins of 2009 and ways to redeem yourself in 2010, today’s lesson is about how to be opportunistic.

Opportunistic means you take advantage of a situation to get what you want. Maybe it is because I grew up in a large family and had to fight my 3 older brothers and a younger sister for everything I got, but being opportunistic has served me well in life.

Being opportunistic means that when you observe a situation, you use the power of persuasion, supported by a business case, to convince your boss to let you do what needs to be done, even if you’ve previously been told “no,” as we discussed yesterday.

You can apply this technique to many of your communications needs, but since I write crisis communications plans and teach media training, I’ll share with you a real life example of a HUGE opportunity that passed many people by in 2009.

Every year I get a wave of inquiries from people who want me to help them write their crisis communications plan, and most want a package, complete with a crisis communications drill and train their spokespeople. Many of the inquiries come this time of year because so many people these items on a list of goals and tasks to complete for the coming years. But many of those plans didn’t get written in 2009 because people were told “no, there’s no money in the budget.”

Then in April 2009, the Swine Flu epidemic began. This crisis presented a huge opportunity for you to go back to your boss, paint a grim picture, explain the potential negative impact the Swine Flu could have on your businesses, and get the funding you need.

Another way to be opportunistic is to get help from other departments. Pandemics are a huge concern for risk managers and human resource managers. In every risk management and human resources seminar, there are classes that focus on dealing with pandemics. This is a big issue for them. That means that if you are opportunistic, you can partner with those other managers to convince leadership that a crisis communications plan is an important element of risk management and employee communications.

Most of you who subscribe to the BraudCast are in internal communications, external communications, media relations, PR and marketing. And many folks in these fields are, by their very nature timid, and often take “no” as a final answer. I’d suggest that for 2010 you set as one of your goals to become opportunistic.

Look at it this way… In the case of the Swine Flu, workers would get sick, workers might die, productivity, production and sales could suffer… and you’d be called upon, likely at the last minute, to start crafting both a strategy and messages to deal with the impending crisis. That’s not really fair to you, is it? Especially if there is a solution, namely a pre-written crisis communications plan with pre-written templates. And if you already have a plan, you know it needs to update and tested. I have one client who is so opportunistic that I help him conduct 4 crisis communications drills every year.

So if you know in your heart that being prepared is the right thing to do professionally… then the answer is, being opportunistic is also the right thing to do professionally. If you achieve your goal and still do it legally and ethically, there is nothing wrong with being opportunistic.

Timing is critical when you are trying to be opportunistic. You have to be ready build a business case immediately after a crisis begins and present it to leadership while the crisis is still fresh in their minds. It doesn’t matter if the crisis is where you work or if it is a high profile crisis in the news. I can tell you from experience that each day that you get further from the crisis, the more likely leadership is to forget the trauma and devalue your proposal.

If your 2009 sin was a missed opportunity, your redemption in 2010 is setting a goal to be more opportunistic.

Tomorrow, we’ll talk about Shinny New Objects.

And…

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Gerard Braud – The Sins of 2009 & How to Redeem Yourself in 2010 – Tuesday

This week we’re looking at the Sins of 2009 and how to redeem yourself in 2010.

Today’s topic is “No” Doesn’t Mean “No!”

2009 was a year when we heard “no” a lot at work. Request for new projects, new training, new budgets, were often greeted with a big fat, flat out “no.”

A colleague told me she got in trouble recently because something important fell through the cracks in the communications department. Her boss chewed her out. The executed wanted to know why she was ill prepared to address the situation. The employee replied, “I gave you a budget request for that in January and you personally told me there was no money an not to ask again until 2010.”

Upon reflection, the executive said, “for something this critical, we can find the money.”

In other word, “no” doesn’t really mean “no.” No simply means that you haven’t built a good enough business case in order to get your boss to say yes. No means that you have not been able to demonstrate that spending money in one area can increase profits, productivity and sales in another area. It means other people and other departments have done a better job of explaining why their spending needs deserve a higher priority.

Monday we talked about scarcity mentality. This example certain relates to that category. Many of have put major projects and training on hold because you were told no previously and you haven’t gone back to get your Yes. And the only way to get your yes is with a business case that is built around protecting and building the company’s profits.

Sometimes getting the yes requires being clever or creative.

Several of my clients who really want me to do their media training or help with their crisis communications plans never got the training they wanted in 2009, because their bosses said there was no money for travel? They heard “no” and stopped dead in their tracks. Really, you have training dollars but no dollars for travel? I’m pretty sure I can come up with a creative way to mitigate or eliminate the travel costs. Maybe the answer is that we do the program by Skype with web cameras. I can probably even find a creative way to squeeze another executive into the training class at no charge. That way, you can look like you struck a good deal. With creativity, I could make them look good… but they never asked. They heard “no” and thought it meant no.

If your sin in 2009 was taking “no” for an answer, your redemption in 2010 is to ask again until you get a yes. The path to yes is by building a business case.

One other way to get around “no” is by being opportunistic. We’ll look at that lesson on Wednesday.

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Crisis Communications, Michael Jackson & Your Executives

I’ve been wanting to share these thoughts with you since the story first broke about the death of Michael Jackson, but I thought some may consider it insensitive or overtly opportunistic too close to his death. But now that some time has passed, let’s examine what we, as communicators, can learn from the death of Michael Jackson.

The first thing I would ask is whether a Michael Jackson mentality exists in your company and among your executives?

If you consider Michael Jackson, he provided great service to his customers… in other words, his fans loved his music and shows.

At the same time, Michael Jackson did many good works, traveling the world and giving away millions of dollars to charities, especially for children.

But then, there is the negative. The suspicions about whether he had inappropriate relations with children haunts him to this day.

These 2 sides of Michael Jackson polarized audiences.

Furthermore, the death of Michael Jackson, the investigation and the massive quantity of drugs found in his home, indicates that he had a big problem. I would even go so far to say that his advisors probably knew about his dangerous drug addictions and they failed to speak up, take action and do something about it.

I see this very same behavior everyday in corporations, government agencies and non-profit organizations.

Many of you work in organizations that have a loyal customer base and give back to the community, but there are those in your organization that simultaneously do things that raise suspicion… sometimes to internal parties; sometimes to the suspicion of the public.

It is a classic case in which you know that someone needs to tell the emperor that he has no clothes, but no one will.

I’ve seen those in the C-suite lose their temper so outrageously, in meetings, to the point that everyone is afraid to speak up, because no one want to be reamed out next. I’ve known of non-profit executives who own businesses or property on the side and have suspicious dealings with their own non-profit, and they have fired those who have questioned those dealings. In the world of government, there are constantly questionable relationships with vendors.

In the world of public relations, media relations and crisis communications, these are classic smoldering crises.

They also put you in the awkward situation of even compromising your own ethics if you fail to speak up. Yet, you also know that if you do speak up, you could jeopardize your own career and possibly get fired.

So what do you do? My first suggestion is that if you can’t fix the problem, you should start looking for a new job. I’ve challenged my bosses before and faced repercussions. When I couldn’t fix it internally, I decided to change jobs. I knew that eventually the company would pay the price for their bad ethics and misguided deeds. My goal was to be long gone so I wouldn’t be tainted by those bad deeds. After leaving I was happier and I always got a significant raise in salary.

If you do find yourself trapped between bad executive behavior and no prospects for a new job, realize that you, as the communicator, may eventually have your good name and reputation smeared when the scandal breaks, affecting your own future.

Does a Michael Jackson mentality exist where you work? If it does, your crisis communications plan may be need of a serious rewrite. Before you begin the rewrite, consider conducting a full blown vulnerability assessment so you can include all of the smoldering crisis that exists. Chances are there are other people in your organization who know of other misdeeds that you may not know of. Many crisis communications plans are flawed because they are only made to deal with a sudden crisis.

Don’t delay. Act now. Move it to the top of your priority list. It’s only a matter of time before your smoldering crisis ignites and everything goes up in flames.

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Lesson 29: Conclusion

By Gerard Braud

www.braudcommunications.com

We began this 29 lesson discussion with the admonition, “Don’t talk to the media.” The original admonition was that you speak through the media to your audience and the media’s audience.

But as we conclude, let me take this thought a bit further. We’ve poured out for you 29 lessons of best practices for dealing with the media. These practices are tried and true. They work. Please use them.

If you deviate from any of these lessons, you will likely face consequences that damage you, your reputation and the financial health of your organization, whether it be government, non-profit or corporate.

My mentors and personal business coaches always tell me that if I want to achieve higher successes, I should hang around with and learn from people who have achieved the success I would like to achieve. My personal business coaches are the people I turn to in order to learn skills I don’t currently have, or to coach me through improving certain skills that need improving. My coaches remind me also that just as great athletes and performers practice constantly, so must all of us practice a variety skills in order to be better at them.

Dealing with the media and doing interviews with the media is not easy for most people. Some make it look easy, but those are the ones who have great coaches and who have taken the time to practice on many occasions.

I hope the information in these lessons is useful to you. I encourage you to hire a personal media trainer or coach to take your skills to the next level. Don’t allow yourself to feel embarrassed because you are asking for help and be willing to exercise a degree of humility if you don’t meet your own expectations in the early stages of training. Furthermore, I encourage you to make training and practice a regular part of your professional career. Media training is not something that you put on a list, then check off as completed because you have done it once. Learning the skill of talking to the media requires a commitment to training over many years.

If, on the other hand, you chose not to take the advice that has been so freely shared with you in these lessons, at least take this piece of advice: Don’t talk to the media.

Lesson 27: Body Language

By Gerard Braud

www.braudcommunications.com

What you don’t say is often as important or more important than what you do say, when you are talking to a reporter. How you stand, how you act, how you fidget, how you move, how you stutter, how you sit, and where you look, all says a lot about you.

The easiest thing for a reporter to determine in an interview is that you are nervous. When I started my journalism career at the age of 20, I was five-feet-six-and-a-half-inches tall and 124 pounds soaking wet. I did not consider myself intimidating in the least. So why is it that learned people, such as doctors, lawyers, engineers and elected officials got so nervous? Why did they fidget so much? Why did the sweat on their brow line and on their upper lip?

Actions such as sweating are harder to control because they are a result of nervousness. However, if you follow all of the advise in this book, if you hire a good media training coach and if you practice on a regular basis, then your confidence will go up and your nervousness will go down.

Folding and crossing your arms across your chest in an interview is almost always a sign that you are hiding something. If you are crossing your arms because you are cold, a better alternative is to wear warmer clothing. Sales people have long known that a customer with crossed arms will not buy anything form you. In the world of journalism, crossed arms means you are closed off to the premise of the reporter’s question and that you likely are not going to volunteer any information. Your body language may cause the reporter to probe even deeper because they can tell you are trying to hide something. If you are on television, the audience at home will also see this body language and may judge you harshly or relish in your discomfort. Many at home will sense that the reporter has “gotcha.”

Your eyes are the proverbial window to your soul.  I suggest that in daily life you get in the habit of looking people directly in the eye and maintaining an appropriate level of honest eye contact. Traditionally we’re taught that looking someone in the eye is a sign of honestly. Conversely, someone with high anxiety caused by not telling the truth usually has difficulty looking another person in the eye. You’ve likely heard people called “shifty-eyed.” When your eyes shift from side to side it is an obvious sign of anxiety, discomfort, and begins to make the journalist think that you have something to hide. Behavior like this is a perfect example of why role playing with a video camera is so important during media training. You may shift your eyes all the time and never realize it until you see yourself on camera. Reviewing your interview on camera lets you observe the behavior, then lets you work to correct the behavior.

Whether you look up or down and whether you look left or right also says a lot about you and what you are verbalizing, including whether you are “making it up” as you go. 

If a right handed person looks up to the right while answering a question, they are generally being creative in crafting their answer and it may be perceived as a lie. If that same right handed person looks up and to their left when answering your question, it is generally perceived that they are recalling actual facts and telling the truth. Looking up is generally associated with questions about things that actually happened, things you saw or people you know.

Looking to the side has some of the same perceptions and generally applies to questions about sounds and things you have heard. Looking down to the left and right is a great deal less about telling a lie and more about feelings and recalling things such as a smell, touch or taste.

A left handed person performs these acts in the opposite direction of a right handed person. One of the classic case studies is former President Bill Clinton, who is left handed. As he made his infamous statement, “I did not have sex with that woman, Miss Lewinsky,” he looked up and to the left, an indication that this lefty was a liar.

Other body language for lying includes touching your face, the tip of your nose, rubbing your eyes and covering your mouth. Essentially, these are all telltale signs that you are trying to hide something and hide, perhaps, behind your hand. Covering your mouth, for example, subtly says you don’t want me to see you tell a lie.

How you sit tells us a lot as well. As a rule, never sit in a chair that rocks and swivels. If you do, when you become nervous or uncomfortable, you will likely rock or swivel.

Never do an interview while sitting behind your desk. This is usually a place that is too comfortable and very intimate to you. As a result, you may speak perhaps too bluntly and openly because this is your comfort zone. You need to be honest, but being behind your desk may cause you to let your guard down. Instead of sitting behind your desk, pick two chairs in front of your desk.

Your posture while sitting says a lot. If you cup your hands behind your head, as well as if you lean back while doing this, it indicates that you perhaps feel superior to the person interviewing you. Akin to this, slouching in a chair during an interview could be an indication that you are cavalier, arrogant or feel superior to the interviewer. Many people who are described as “cocky” sit slouched or leaned back in their chairs. During my days on television, we affectionately called these people “cigar smokers” because they looked like the fat-cat, cigar smoking corporate executive made infamous in the black and white movies of the 1940s.

The position of your legs while you sit also says a lot. Women and men tend to have different sitting postures. Women who have been through some degree of etiquette training have been taught to place their feet on the floor and to cross one ankle behind the other. This is always a polished looked. Most women, when crossing their legs cross at the knee. The most common way women cross their legs might be called a scissors cross or inverted V cross, with the left foot pointed right and the right leg pointed left. From the knee, a woman’s feet spread like an inverted letter V. This cross is also generally accepted, but when nervous, most women begin to twist the ankle of the foot that is suspended above the floor. Some may even swing the suspended portion of the leg from their knee to their foot. The more nervous a woman is, the more the leg takes on the appearance of kicking.

Some women cross their legs at the knee, then wrap the upper foot behind their calf. This is a certain sign of being timid, embarrassed or lacking self-confidence. This is never an acceptable posture.

Somewhere between the ankle cross and the inverted V cross, is when a woman crosses her legs at the knees, but tilts both legs in the same direction. For example, if the upper leg is the right leg with the foot pointed toward the left, then the lower leg, which would be the left leg, would also have the foot to the left. In the world of etiquette, this type of leg cross is thought to be the more acceptable of the two ways women generally cross their legs, although etiquette purists say a woman should never cross her legs.

Also, when crossing their legs, women must also consider whether they are wearing pants or a skirt. If a skirt is worn, then the woman must also determine whether she is sending a message of sex appeal or sexiness. Some actresses and news anchors intentionally wear short skirts and sit in a posture designed to exude sex appeal. In the world of television and entertainment, sex sells and sexiness equals ratings, because most women secretly have a desire to be attractive like the woman on television, while most men are attracted to a woman that is more visually appealing. But while sexy may be right for the television anchor or actress, it is not the right look for a female corporate executive.

For men, sitting styles include feet close to one another on the floor with knees spread slightly, feet on the floor with knees spread wider than the feet, one leg on the floor with the ankle of the other leg placed on the knee, and sitting with knees crossed in the same way as described above as the women’s scissors or inverted V style.

The most offensive of these four male seating types is the legs spread wide open, essentially making his genitals the focal point of his posture. Many athletes tend to sit like this in interviews. While such posture might be fine in the locker room, it never works in an interview. The male sitting with his legs wide open sends a message of overconfidence and high superiority. And while that may intentionally or subliminally be the message the male is trying to send, a reporter or television audience may also interpret it as a sign of ignorance or stupidity.

A man crossing one ankle over his knee, almost in the shape of a number 4, is the most common posture for men and is often acceptable in interviews, but it is not without its problems. The exposed sole of your shoe could prove to be an embarrassment, especially if it turns out that a hole has started to develop on the shoe sole below the ball of your foot. Other times, you may have stepped in gum, which leaves a mark on the shoe sole. There are also multi-cultural considerations when a man sits like this. In many Asian and Muslim cultures, exposing the sole of your shoe is a great insult, so think carefully about your audience before sitting like this.

Men older than 40 tend to be more likely to cross their legs at the knee, in the inverted V style, than younger men. From a body language perspective, many people perceive this seating style to be more feminine, especially in younger men, even to the point of being stereotyped as being homosexual. For younger men, such posture may even be perceived as a sign of weakness. For older men, there is sometimes a degree of maturity or wisdom associated with this type of leg crossing. A key indicator of whether this type of leg crossing has a feminine or masculine appearance depends upon how far out and how high up the raised foot is. The closer the raised foot is to the low leg, the more feminine the appearance. The more raised the foot is in relation to the lower leg, the more masculine the appearance. This more raised approach is really a cross between the number 4 style and the inverted V style. One advantage this has to the pure number 4 style is that it points the shoe sole to the floor, shielding under-shoe blemishes and eliminating cultural insensitivity.

For both men and women, the best posture for sitting is to bring your back slightly away from the back of the chair, which also pushes your posterior slightly forward on the seat of the chair. With your body weight shifted forward, it virtually forces your feet to the floor, rather than having your legs crossed. Once your feet are comfortably on the floor, men generally slide one foot slightly more forward than the other. Women will do the same in some cases, but in most cases will now find it more comfortable to cross one foot behind the other. When attempting this style, you should not be sitting on the edge of the chair, but just slightly away from the back of the chair.

This slightly forward seating posture also makes it more possible for you to talk with your hands during an interview. Talking with your hands, especially with your palms in an upward position, is a sign of openness and honesty. It lets you gesture with palms up to the interviewer when directing outward expressions, while gesturing with palms up toward yourself for personal stories or to demonstrate personal accountability.

Among the things never to do with your hands in an interview is to flail them or pass them in front of your face. You should also avoid crossing your hands on your lap. Flailing is an indication that you are somewhat sporadic and lack focus. Crossing your hands over your lap and genitals indicates weakness for men and women. For men, having their hands crossed over their genitals is a big sign of feeling vulnerable.

Not only is crossing your hands over your genitals an incorrect posture when you are sitting, it is also incorrect when standing. Commonly referred to as the fig leaf position, hands over the genitals for a male, again, is a sign of weakness and vulnerability, as well as weakness for a woman. Many people instinctively cross their hands over their genitals when standing because this is the way they have taken so many group photos from the time they were in grade school. As an adult, it is time for you to learn that this is an old trick used by photographers to get children to stand still and keep their hands to themselves long enough for the photographer to snap the exposure. The trick kept Billy from punching Bobby on the arm while the children were positioned as a group. And from a photo perspective, crossed hands is never good photography.

Also while standing, you should avoid swaying back and forth. This demonstrates the same type of nervousness as swaying or swiveling in a chair. The preferred posture when standing is to have your feet spread slightly or to place your weight on your dominant leg.

Many people are also confused about what to do with their hands during an interview when they are standing. In addition to avoiding the fig leaf position, you should never put your hands in your pockets. Placing your hands on your hips comes naturally for some people, but from a body language perspective it is perceived as a sign of arrogance or superiority. Generally the best default position is to have your hands at your side then raise them between your waist and chest for gesturing. When not gesturing, a good standby position is you have your hands lying one inside the other just above the waist, waiting for the next opportunity to talk with your hands and gesture.

To wrap things up, your words will always be important, but whether the reporter or his audience believes you will depend in part on your body language.

In our next lesson, we’ll answer that age old question, should you speak off the record?

I’ll tell you if you promise not to tell anyone.

Lesson 25: Social Media Training

By Gerard Braud

www.braudcommunications.com 

The internet, the media on the internet, and the proliferation of self-ordained pundits on the internet, has forever changed the world. So has the proliferation of gadgets that let us rapidly post pictures, comments and video to the web. The ability for the global community to post online comments in countless ways and forums makes the world even more frightening for those trying to manage their reputation. For the sake of discussion here, when I use the term social media, I’m talking about all postings to the internet that allow your reputation to be improved or destroyed, as well as the gadgets that make it all possible.

There are three ways you can get hurt in the world of social media. The first is when your public actions are photographed or video taped, then posted to the web. The second is when your reputation is attacked on social sites and blogs, and the third is when you willingly participate in on-line discussions and do a poor job communicating.

One of my all time favorite videos, posted to the web, is of a county commissioner being hounded by a television reporter. When asked after a public meeting to justify the delay in opening a new county juvenile justice center, the commissioner asks the reporter, “Elliot, do you know that Jesus loves you?” The commissioner then dodges every one of the reporter’s subsequent questions by trying to engage in a discussion about why the reporter should accept Jesus as his personal savior. Regardless of your religious beliefs, the answer is inappropriate because it is not germane to the news report, and by repeating a variation of it as the answer to every question, it only makes the official look more like he is guilty of hiding something.

Prior to the advent of social media tools such as MySpace.com, Facebook.com and YouTube.com, such buffoonery would have been seen once or twice on the local evening news, the commissioner would have become the butt of some brief local mockery and embarrassment, but within a few days it would all pass. But in the age of social media, millions of people around the world are able to watch the video and laugh at its absurdity on a daily basis. Some will post a link to their own website, or forward a link via e-mails to friends. This is what viral and social media is all about. This video lives forever on the world wide web and so does the commissioner’s embarrassment, mockery and humiliation, as people perpetually forward the video to their network of real friends and online acquaintances.

Situations like this are one of the reasons you should consider Social Media Training.

Social Media Training is a program I pioneered to teach communicators and executives the realities and how their reputations can be damaged by public actions that are either voluntarily, or involuntarily captured, and posted to the web.

More than a few reputations and careers have been destroyed because of what someone says in a presentation to what is perceived as a friendly group. Inevitably, an audience member records the speech or presentation, then either posts a portion of it to the web or gives it directly to the media. Cloaked with an audience of perceived friends, speakers often “cross the line” by their comments, only to face humiliation, embarrassment, and in many cases a long list of apologies and even the loss of their jobs because they thought their comments were made in private and off the record. If you are hosting a social media training class, you may wish to combine it with a presentation skills class.

Social Media Training is also needed before communicators and executives voluntarily attempt to participate in online communities. This is true whether one is responding to a posting made by someone else, or whether you are the one posting to a personal or corporate blog for your organization.

A case in point is a random blog entry I found one day as I prepared to teach a social media seminar. The blog entry was from a top executive from General Motors. The blog entry, posted on an official GM site, featured a photo of the executive. The guy in the photo looked like he was delivering an angry rant on stage at a corporate meeting. His blog entry, likewise, took an angry, rant style with a tone that personified, “I know better than you.”

His comment was a reply to a blog posting critical of GM’s poor gasoline mileage in its Sports Utility Vehicles. Because of how the executive worded his rather pompous response, many more participants in the blog criticized his parsed words and reply, which reflected the official corporate line.

In short, the executive’s poor choice of words was like throwing gasoline on a small fire, turning it into a bigger fire. It didn’t need to be that way.

Executives need to think carefully before they participate in social media and corporate communicators need to think carefully before asking or allowing executives to actively participate in social media.

There are a few basic things communicators and executives should consider in the world of social media:

1. Are you good with traditional media? If you are not good with traditional media, what makes you think you can handle social media?

2. How do you behave in public? Do you realize that every public moment of your life is potentially being photographed or recorded? Your public behavior, what you do and say, who you associate with, and where you are seen in public, can all be posted to the web for the entire world to see.

My basic rules for social media are this:

1) Every rule of media training applies to social media. Every word and how those words are phrased will be carefully scrutinized.

2) Edit what you say constantly to avoid having your comments taken out of context.

3) The rule of ethics is to ask whether you behavior in private is the same as the way you would behave if people were watching you. Congruency of behavior is important.

4) Before jumping into an online blog type discussion, you need to be prepared to use key messages and making sure those key messages have been run through the cynic filter. Bloggers are cynical and brutal.

5) Sometimes the best response to a blog posting is to ask a question. Rather than attacking a blogger for their point of view, simply ask them to further explain their point of view. Sometimes a blogger will back down as they are unable to defend their position. Sometimes other bloggers will come to your rescue with responses that match your point of view.

6) Orwell predicted that by 1984 Big Brother would be watching everything you do. Orwell was off by 20 years, because by 2004 the ability for everything you do to be watched had become a reality. Big Brother is now everyone else in the global society.

In our next lesson, we’ll return to more to the traditional setting of a news conference and look at your appearance in a news conference.

Lesson 24: Death by News Conference

By Gerard Braud

www.braudcommunications.com

Many reporters fear what I often call “death by news conference.”

In lesson 17 we discussed the concept of committing news as a premeditated act. Reporters hate to cover news conferences for two main reasons. The first reason is because usually there are way too many spokespeople saying little if anything newsworthy, and secondly, because the location and setup are so poorly managed that it makes for a bad visual setting, especially for television.

Over the years I’ve witnessed three main approaches to news conferences. There is the news conference held in a conference room or pressroom; there is the news conference held outside under a tent; and then there is the news conference that I would describe as a show and tell event.

I like show and tell events the most. I hate outside under a tent events. The conference room or pressroom events vary.

What I like best about the show and tell events is that they are more visual. In lesson 17 I describe a media event that was held at a boat launch. The spokespeople did dockside interviews; then we put the spokespeople in boats with reporters, where the spokespeople were trained to deliver key quotes while in the boat and especially while on camera.

When planning a show and tell event, location and logistics are critical. And because these events may be outside, you need to consider weather forecasts and what your contingency plans are if you are sacked by inclement weather. Some show and tell events may be inside a factory or distribution facility. In these locations, sound and lighting may become problematic. If it is too noisy, reporters may not be able to hear the spokesperson and the background noise will be problematic for both radio and television crews trying to record audio. If the facility is dimly lit, has too much florescent lighting or a mix of both ceiling lighting and sunlight through doors and windows, photographers for television and print may have difficulty getting the images they need without adding their own complicated lighting to the mix.

My suggestion is that when planning a show and tell event, hire both audio and lighting experts to assist with the planning to make sure you meet the needs of news crews.

Under a tent events tend to follow ground breakings. A ground breaking is not news, yet many executives continue to think it is news. Usually the ground breaking is preceded or followed by a news conference under a white tent, in which the top executive serves as key spokesperson and master of ceremonies, and includes a thank you to every person under the sun (or under the tent). Then the executive turns the microphone over to an army of politicians who will do anything to get on camera. To add insult to injury, usually the tent shades the spokespeople and the daylight behind the spokespeople creates what photographers describe as a back lighting nightmare. Bright sunlight behind a spokesperson makes their face look dark. It is nearly impossible to add enough light to compensate for the bright sunlight. The problem gets even worse when the spokesperson has dark skin.

A few other notes about these ground breaking events. Most are really geared toward an internal audience of close associates who need to receive a thank you. That is not news and don’t ever believe the media will include that in the news. Additionally, know that many reporters go to these events only because they need to ask a politician a question about another issue they are covering. That politician can often overshadow your event, and in many cases, will create a negative association that you should avoid.

As we move inside to the pressroom or conference room event, we face two extremes. One extreme is the blank wall seen behind the spokesperson, and the other extreme is the attempt to place logos either on the lectern (podium) or behind the speaker. Logos are designed to create greater awareness of your organization and brand. As a rule, when there is bad news to discuss you do not want your logo seen anywhere. Conversely, when there is good news to share, the best option is to have a series of small logos on a wall size, non-reflective banner behind the spokesperson. Professional sports teams usually do this well, combining their logo with that of a corporate sponsor. Of course, before sponsoring any organization and splashing your logo behind a spokesperson, you should consider whether you really want to be strategically associated with that organization. If the team wins, you win. If the team loses, do you lose by association?

Government agencies tend to fall into a unique situation with their briefing rooms. The White House and Pentagon are good models to follow, with a blue curtain behind the spokesperson and a lectern logo.

When hosting a full-blown news conference, consider hiring an audiovisual company to provide professional lighting and audio. Professional lighting will keep the media from having to set up their own lights, which can be very harsh and make the spokesperson look bad. Professional audio means that one microphone can be placed on the lectern, with a single audio cable running to a multi-box where the television and radio crews will set up. Each news crew then takes their audio from the multi-box, eliminating the need for news crews to place their microphones, microphone stands and massive microphone logos on the speaker’s lectern. When a lectern is crowded with microphones, three things happen: often the speaker has no place for his or her notes; the speaker attempts to adjust one microphone, causing an avalanche of falling microphones; or as the first news crew gets bored, they attempt to remove their microphone while the spokesperson is still speaking, breaking the spokesperson’s concentration.

So, to recap – commit news, make the event visual and consider the needs of the media when it comes to location, sound and lighting.

In our next lesson, we’ll discuss Social Media Training and how the internet should affect your behavior.

Lesson 15: How to Structure Media Training

By Gerard Braud

www.braudcommunications.com

One of the most difficult challenges I have in my job as a media trainer is to get executives to carve out time in their schedule for training. As mentioned in lesson 2, some don’t see the financial benefit. An even greater percentage are afraid of what ever embarrassment they may go through during the training.

Admittedly, it is difficult for high powered people to intentionally put themselves in a vulnerable position.  But media training requires an executive to exercise a little humility and to recognize that training is a great time to learn a new skill or perfect an old skill.

So here are some suggestion whether you are the executive who needs to be trained or whether it’s your job to convince an executive that he or she need media training.

Everyone needs to understand up front that the day needs to be fun and that they need to be ready to laugh at themselves and their mistakes. Making mistakes is part of learning, i.e. you learn from your mistakes.

Just the same, I try to create a safety zone for the student. If the person being trained is the CEO I prefer that we are the only two people in the room. At a minimum we can expect the class to take 4 hours. And as a sign of good faith, I always promise to destroy the video tape that we used to record mock interviews during the training.

If it basic media training to familiarize an executive with the concept of media interviews, I’ll generally conduct 3 interviews during the course of the training. The first interview is a simple baseline interview. It let’s me gage the executive’s natural skills and personality type. I’ll determine quickly if the student is prone to give too many details, for example. I’ll also test their ability to stay on topic or whether they are easily distracted and get off topic easily.

The interview is recorded on video so it can be played back, evaluated and critiqued, even if you are practicing for a print interview.

I’ll then introduce the concept of using key messages to stay on topic and control the interview, then we will do a second interview on camera, followed by another evaluation.

My third interview begins to introduce negative questions and is designed to teach the concept of blocking a negative question by bridging back to one of the key messages and then hooking the reporter with new information.

I conclude the training with four things. First I let the student destroy the video tape as promised, secondly I give the student instructions that in order to truly master the skill they must begin using key messages every day in ordinary conversations. Thirdly, I tell them they must role play with someone before every interview. Even if you only have 5 minutes, you need to get your head in the game and your mouth in gear. Finally, I let them know that media training is not a one time event in life, but something that requires practice and more training. Hopefully top executives understand the concept of having personal success and life coaches. I suggest an ongoing approach to media training with a refresher course taught ever 6-12 months.

For groups of vice presidents, managers and directors, the choice is yours as to whether you offer them a private 4 hour training, or whether you combine them into small groups for a full day of training. It is my personal preference to have no more than 4 people in a full day training program. When you add additional people you may need to add a second video camera and interviewer in order to complete all 3 role playing interviews in the allotted time.

In some cases, clients will ask for a training program to familiarize large groups with media training and the do’s and don’ts of media interviews. Such classes are possible. I’ve conducted programs with hundreds of people in the room. You can teach them all of the same lessons you would in a small media training class, but you are obviously unable to do personal role playing interviews  with everyone. Generally I’ll bring a volunteer to the stage to show everyone how an interview should be conducted. Then I ask the audience members to partner with the person next to them to conduct an interview. The audience members each take a turn to ask questions and to answer questions. Then I lead them through the process of giving each other an evaluation.

Finally, one way to get hesitant executives to train is to incorporate presentation training into the program. Many of the skills used to make a good presentation are some of the same skills used in an interview.

I always remind my students that Michael Jordan did not become the best basketball player of his day after a single practice, nor did Tiger Woods become a great golfer after taking a class at a Putt-Putt course. Likewise, to truly master the skill of being interviewed, you have to practice on a regular basis and find a coach and trainer who is a good match for your organization.

In our next lesson we will look at the big difference a little practice makes.

Lesson 10: What Does That Mean?

By Gerard Braud

www.braudcommunications.com

The question I ask most often these days is, “What does that mean?”

I’m relatively well educated. I’m well read. I travel the world constantly teaching media relations and crisis communications.

But what bugs the ever living daylights out of me is hearing people speak in mumble jumble that they think means something, but it means nothing at all.

The mumble jumble is corporate speak, buzzwords, jargon and government acronyms.

I’m fortunate enough that people pay me an honorarium to speak at numerous conferences, corporate meetings and association meetings every month. I always make a point of listening to what other speakers say so I can incorporate their lessons into my presentation.

But many of the speakers fill their presentations with so many buzz words, jargon and mumble jumble that I find myself sitting in the audience asking, “What does that mean?” The speaker thinks they have said something profound, but they’ve really said nothing at all.

I hear things such as, “If we work in a customer centric capacity to increase productivity and to create a win-win situation for our partners in a collaborative fashion, then we can achieve our goals for the betterment of our strategic partners in the hopes of benefiting those with whom we do business?

What does that mean?

Were you trying to say put customers first?

What is a win-win situation? (with all due respects to Steven Covey)

What are examples of collaboration?

What are the goals?

Who are the strategic partners?

Please, spell it out. Please give me meaningful examples. Please give me tangible examples. Please give me anecdotes. Please communicate with real words. Please put some emotion into your communications. Please make the communications more visual by describing who and what you are talking about.

Let’s go back to lesson one.  Would those words work at career day with a 6th grade class.  A friend of mine uses this test – if you said it to your grandparents at Thanksgiving dinner, would they know what you mean?

Let’s touch on one other important point that I find in the politically correct world, especially among non-profit organizations. There is a propensity to say things in a way that will not offend the people that you serve. However, in the process of crafting your statement with sensitivity, you become so ambiguous that no one really knows what you are talking about, including… and sometimes most importantly, even the people they are trying to help. That’s right, the people you are trying to help don’t know what you mean, because the organization is being so sensitive and so politically correct.

If you keep changing the labels and the terminology out of sensitivity, then the audience, the reporter and the people you serve will be left asking, “What does that mean?”  As we learned in lesson 4, that could lead to you accusing the reporter of taking you out of context. And as we learned in lesson 2, it affects your bottom line when you use terms that your audience cannot understand because of the politically correct ambiguity.

Consultants and trainers are also guilty of trying to coin clever phrases. A few years ago my wife, who works at a small private school, mailed out the class schedule for the fall semester. Her phone started ringing off the hook because after years of promoting the school’s top notch computer lab, computer classes were no longer listed on the class schedule. She told concerned parents she would check it out and get back to them. As it turns out, someone on the school staff had taken the term computer class off of the schedule and replaced it with the term “information literacy.” Yes, it seems someone had gone to a summer workshop in which the trainer/consultant preached that “it’s so much more than just knowing the mechanics of a computer, the internet and the programs – It’s really about ‘information literacy.’” What does that mean? It’s a dumb term. Call it what it is. It’s computer class.

If you’d like more examples from my “What Does that Mean?” file I have a great PDF that I’d be happy to share with you so you can share with the offenders. It is available as a download at www.braudcasting.com

In our next lesson, we’ll examine how people criticize the media for what is often referred to as interviewing people who have no teeth.

This is Gerard Braud