Media Relations 101

1. Media Relations 101 Anchors Aweigh Fall General Meeting 2010 Suzanne Lundrigan Director of CommunicationsPh: 1.780.451.7122 E: slundrigan@asba.ab.ca

2. Today’s agenda • Why work with the media? • What are reporters like? • What makes a story news? • Writing key messages • Anticipating questions • Responding to the media – When news happens to you • Correcting the record

3. Why work with the media? • If you don’t…they can derail your train • Reach less engaged publics • Help shape public perception * • Help shape your “reputation” • Enhance your profile

4. What is the role of the media? • Watchdog – Attend the meetings/court house/legislature for us • Gatekeeper – Choose what is covered. Choose who is covered. Choose who is quoted and where. Choose where it runs. • NOTyour public relations firm….It’s your job to tell your story.

5. What reporters are like/want: • Reporters see themselves as… • Dispassionate observers • Guardians of the public interest • Champion of the underdog

6. Want to get it right, first and fast. • Under pressure. • Looking for drama. (Where’s the conflict?) • Just the facts ma'am. (Not there to socialize) • Resourceful. (They will find someone to talk) • Pushy. (Rushed/under pressure) • Generalists. (You know your business better) What reporters are like/want:

7. What makes a story news? • Does it involve crisis, conflict, controversy or conspiracy? • Does it affect many people? • Does it involve a high profile individual? (Prince William) • Is it an emotional story? (Vancouver school closure?) • Is it related to a major news story? (Katrina?) • Is it a novelty? (man bites dog?) • Is it superlative? (first, biggest, smallest) • Does it have a David versus Goliath theme? • Is it visually interesting?(for TV)

8. Releasing bad news • When faced with “bad” news” ask yourself • If this gets out will it be news? • Is it possible this will get out? • If someone else tells this story will it be worse? • If you get yeses: • Tell the story yourself. • Establish yourself as the official source • Speak as frankly about the issue as possible

9. How to hurt your credibility? • Don’t tell the truth • Obscure the facts • Play favorites • Let your ego show • Get angry at honest question • Constant complaints about negative news

10. How to build relationships You can build relationships by: • Welcome reporters to your board meeting • Be open and transparent • Send school/district newsletter * • Call when you have news (good and bad) • Designate someone to watch for stories • Returning calls promptly • Providing answers as quickly as possible • Providing accurate information • Being truthful • Working with weeklies *

11. Understand your media Radio reporters • “Fastest”/most immediate release • Always assume the tape is rolling • 15 to 30 second sound bite • Contact by phone, tape an interview and you are on the air within an hour

12. Understand your media Television reporters • Seen as the most credible form of media • Need “visual” element • Say it in 15 to 20 second clips • Assume the camera is always on • Maintain eye contact with the host • Neither a windmill or a statue be • Don’t fidget, cross legs, fold arms, rub brow (watch your non-verbals)

13. Understand your media Newspaper reporters • Tend to publish more detail, more explanation and more vivid illustration • The most permanent record • May lead the story • Often trend-setters – may lead the story (rip and read)

14. What reporters need from you? • Access – relevant facts quickly • Clarity – probe tactfully • Honesty – say no when you have to • Timelines – understand their pressures • Quotable material • Help in achieving their objectives • Courtesy – be respectful and polite • Visuals when possible

15. Responding to the media

16. Warner Troyer’s words of wisdom "A news interview bears as much resemblance to a conversation as walking down the street does to the pas de deux." Warner Troyer, investigative journalist This Hour Has Seven Days, Public Eye, the Fifth Estate and W5.

17. When the call comes in… “So I can I get you what you need.. can you tell me…” • Who is calling? • What organization? • Who else will be interviewed? • What do you need? (time? in-person interview? a photo)

18. When the call comes in... “So I can I get you what you need.. can you tell me…” • What kind of story? • What triggered the story? • What do you want to explore so I can pull the right file? • When will my statements be made public? • Where will the interview take place? • What is your deadline?

19. Once you have the answers… 1. Decidea. Can/should your board comment? b. Who is the right person to comment? *(What is jurisdiction media policy? Who has the answers?) 2. Buy time(Respecting their deadline) 3. Prepare(Respecting their deadline) 4. Do the interview

20. Three steps to prepare • Decide on overall goal of the interviewWhy have you agreed to do this? What do you hope to achieve? • Decide on tone (e.g.) calm, fairness, resolve, reasonable • Decide on key messages – What 3 things do you want people to remember?

21. Prepare for the interview • Get your story(facts and figures) straightWho, what, where, when, how, why and how much • Write “key messages” Core messages you want to convey (two to three) • Choose “tone” you want to conveyEmotional notes you want to hit • Anticipate questions (negative/positive)Prepare answers • Test run an interview with a colleagueGet feedback

22. Drafting key messages • Start with the conclusion first • Brief statement of 3 most important messages • Meaningful, persuasive and interesting • Core of your communication during interview • Easily understood • 5 to 20 seconds long max

23. Drafting key messages • Key messages answer questions: • Why is this important? • Why people should care? • What actions people should take? • What it means in real life? • What are benefits/dangers? • What is being done? • What does the average person or specific audience need to know?

24. Drafting messages • To sort out which 3 ask: • What does the public and media need to know? • What is the news I have to share? • What is most important about this situation? • Is there action I want people to take>

25. Quotable quotes: • Are refined key messages: • Shorter:5 to 10 seconds long • Self-contained: says it all • Passionate powerful colourful • Support your key messages with: • Statistics • Understandable examples • Analogies

26. Key messages: not just words? In an strike situation …. “As our teachers have indicated they will be going on strike in 72 hours, parents are encouraged to make alternative child care arrangements.” • What does it mean to you? • How could it be “spun”? “We have laid our cards on the table” • What does it mean to you? • How could it be “spun”?

27. Types of interviews • Information gathering • Who What When Where Why How How muchType of info available on your website. • Follower story • Others define story: (i.e.) minister makes an announcement • Investigative • Extremely in-depth • Contentious issue • Cross examination • Reporter has angle/info hostile source • Questions reflect opposition perspective • Informed • Dealing with longtime “beat” report who is knowledgeable • Wants the real goods.

28. Types of questions • Basic: what why and what next: • What are you doing? • Why are you doing it? • How does it feel? • Open –ended: the gift • Can you tell me what happened? • Close-ended: answer and bridge • Are you cancelling Kindergarten bussing: • Yes. Because we have these plans……

29. Types of questions • Reflecting allegations or criticism: • Parents are angry that you have cancelled Kindergarten bussing. • Do not go after reporter • Take the question where you want to go • I don’t get it. • Rephrase with anectdote • Double barrelled: (2 questions in 1) • Can you tell me why you did this and how people feel about it? • Pick the one you want to answer and do so

30. Types of questions • Paraphrase (not necessarily accurately) • So you are saying “you don’t care about Kindergarteners getting to school?” • Listen carefully then say… What I’m saying is…. • Anything else you would like to add: gift question • Your opportunity to deliver key message again.

31. Types of questions When you simply can’t comment: • I can’t give you that information because:- it is before the courts- it is personnel information- other • However, I can tell you that (this is a bridge)- speak to policy- speak to process

32. Unfair questions what to do? • Insinuation: • Speak to your facts • Assumptions: • Correct and speak to facts • Loaded language: • Do not repeat. Rephrase and deliver your message • Cheap shots: • Stay on the high road. Be gracious. Do not be goaded.

33. When not to comment and how to do it • The matter is before the courts • It’s a personal or personnel matter This does not mean use the words:“No comment” Instead give reason why you can’t speak to the matter…. “I can’t speak to that….because of privacy considerations/because it’s before the courts.”

34. Responding to reporters Remember: • You can not control their questions or their behavior…… • You can and mustcontrol how you respond. • The key is preparation.

35. Always… • Tell the truth. Tell the truth. Tell the truth. • Stick to the facts. Release only verified information • Provide equal opportunities for all media- Be fair with all reporters • If you don’t know the answer… Say so and get back to them.

36. During the interview • If you don't know say so. • Speak for the record only. • Tell the truth • Do not venture opinions. • Be concise. Use clear language.

37. During the interview (advanced) • You have prepared for the who, what, where, when, how and why questions: but don’t just answer obediently. Take the opportunity to get your key messages across – to achieve your agenda. • This is bridging • Don’t make “good TV. Keep your cool. Calm is credible.You alone control how you respond. • Don't let the reporter put words in your mouth. Rephrase controversial statements.

38. When you are on the spot • Listen to the question • If you aren’t sure what is being asked get clarification. You can ask questions • Convey your key messages • Reinforce your answers

39. The art of the “bridge” • These “bridging” phrases allow you refer to your key messages. • It’s important to know… • The key thing to remember is… • What I want to say is… • What I want to leave people with is..

40. When you can’t comment.. A newly-elected trustee, Mary Cannabis, has been charged with operating a grow-op in one of her five rental properties. Before the charges were made public, Mary called the superintendent to say her defense would be that her tenants were to blame and that she had nothing to do with the grow-op. The local RCMP have issued a media release listing the charges specifically and naming Mary. The media have called your jurisdiction office to talk to you as the spokesperson. (Consult legal/communications) Q: Are you going to kick Mary Cannabis off the board? A : I can’t speak to this because this matter is before the courts.I can tell you… (Speak to provisions in School Act or process. Speak to expectations articulated for school trustees – code of ethics?)

41. When asked to speculate.. When you are asked to speculate. Don’t. • I don’t want to speculate about the outcome of this matter… • However, I can tell you that (this is a bridge) • Speak to policy • Speak to process

42. When asked to speculate.. A newly-elected trustee, Mary Cannabis, has been charged with operating a grow-op in one of her five rental properties. Before the charges were made public, Mary called the superintendent to say her defense would be that her tenants were to blame and that she had nothing to do with the grow-op. The local RCMP have issued a media release listing the charges specifically and naming Mary. The media have called your jurisdiction office to talk to you as the spokesperson. (Consult legal/communications) Q: If Mary Cannabis is found guilty will she get kicked off the board? A: I can’t speak to the specifics of this case as it is before the courts. I can tell you that we have the highest of expectations of our elected officials as articulated in our code of ethics. And that we will be guided in our decision making by the law of the land – Section 81.2. Q: Do you think Mary sold drugs to children? A: As I said earlier, this matter is before the courts and I can’t comment it – I can tell you we have the highest of expectations of our elected officials as set out in our code of ethics.

43. It’s an “offensive” question When you face offensive questions. Restate the question • So what you are asking is….

44. It’s an “offensive” question A newly-elected trustee, Mary Cannabis, has been charged with operating a grow-op in one of her five rental properties. Before the charges were made public, Mary called the superintendent to say her defense would be that her tenants were to blame and that she had nothing to do with the grow-op. The local RCMP have issued a media release listing the charges specifically and naming Mary. The media have called your jurisdiction office to talk to you as the spokesperson. (Consult legal/communications) Q.But Mary is tarring your reputation….. if you had any backbone you would kick her off today to send a message that you don’t support drug dealing? A. Our school board expects the highest standards of behavior from our elected officials as set out in our code of ethics. We will be guided in our decision-making by the School Act. We also respect the processes of the law and we will not comment on matters before the courts or personnel matters.

45. It’s an “emotional” question When they use emotional question laden with overstatement and strong language. Rephrase. Convey key message. Recap and confirm.

46. It’s an “emotional” question A newly-elected trustee, Mary Cannabis, has been charged with operating a grow-up in one of her five rental properties. Before the charges were made public, Mary called the superintendent to say her defense would be that her tenants were to blame and that she had nothing to do with the grow-op. The local RCMP have issued a media release listing the charges specifically and naming Mary. The media have called your jurisdiction office to talk to you as the spokesperson. (Consult legal/communications) Q.This is an outrage… you have a drug dealer making decisions about kids. You are heartless – you don’t care about kids’ safety. A. Student safety is always first and foremost in our hearts and minds. As articulated in our code of ethics we have the highest of expectations of elected officials. And we respect the processes of the law. We will await the outcome and make decisions based on that.

47. Tape Recording • Reporters will usually advise but no obligation to do so. Assume you are being taped. • Interviewee has right to tape. Advantages: • permanent and accurate of record • review your answers/identify problems • personal development

48. Correcting the record • Take a deep breath… • Assess the real impact of the error first • Never attack a reporter or editor. • Not “liking” the article doesn’t make it unfair or inaccurate • Correcting can sometimes breathe life into a dying story • Correcting the record does provides an opportunity to get key messages across

49. Correcting the record • Take a deep breath • How damaging is the story to your board? • What is the shelf-life of this story? If a new story is run or you write a letter to the editor. Are we breathing life into a dying story? Are we creating a whole new audience? • Will we look “petty” and hence damage relationship in the long run?

50. Correction scenarios • Is the article truly unfair… or is just the tone? If it is generally correct leave it be. • Is the article unfair.. or are the comments of a 3rd party unfair? If the 3rd party is being unfair.. consider addressing with a letter to the editor or an op ed piece.