When a PR crisis hits your organization, you need to act fast and communicate effectively with the media and the public. One of the key factors that can make or break your reputation is how well your spokespersons handle media interviews. In this article, you will learn how to train and prepare your spokespersons for media interviews in a PR crisis.
The first step is to identify who will speak on behalf of your organization during a PR crisis. Ideally, you should have a designated crisis communications team that includes senior leaders, subject matter experts, and media relations professionals. Depending on the nature and severity of the crisis, you may need to choose different spokespersons for different audiences and channels. For example, your CEO may address the shareholders, while your technical director may explain the details of a product recall.
On a different note, I am not sure if the executives should be the ones to act as PR people. In my view, they may become defensive, which would limit their perceptual capability of the given situation. I used to teach the PR skills and practice various scenarios with my students.
The main job of the PR person during a crisis is to be the public crisis communication expert for the organization. Every organization should have a crisis communication plan on their shelf ready to be activated if needed, have their PR spokesperson fully informed of all information, and be prepared to respond to all questions when they address their audiences. They must come across as transparent, honest, compassionate, and empathetic. They should be prepared to explain what happened, the current environment, any continuing risks, and what is planned for the future. In addition, they should react quickly, take responsibility, be available and consistent, and insure that there is a unified and concerned message from the organization.
The next step is to develop key messages and talking points that convey your organization's position, actions, and solutions in response to the crisis. Your key messages should be clear, consistent, and concise, and address the main concerns and questions of your stakeholders. Your talking points should support your key messages with facts, examples, and stories. You should also anticipate and prepare for potential negative or challenging questions from the media, and craft appropriate responses.
The third step is to train your spokespersons on how to deliver your key messages and talking points effectively in media interviews. This includes teaching them how to use verbal and non-verbal communication skills, such as tone, pace, eye contact, body language, and gestures. You should also coach them on how to handle difficult or hostile questions, how to bridge to positive topics, how to avoid jargon and acronyms, and how to stay on message and avoid off-the-record comments.
A word of caution here-media training should never be a one-size-fits-all approach. Each organization and spokesperson is unique, so it's important to tailor the training to their specific requirements. Avoid using generic or templated training programs. Start by developing a structured training program. A bespoke training should provide resources to help spokespersons structure their key messages/talking points effectively. It should train them in both verbal/ non-verbal communication; Teach them how to use tone, pace, eye contact, body language, and gestures to convey confidence and credibility. Furthermore, guide them in handling difficult questions, staying on course with key messages, and effectively bridging to important points.
The fourth step is to conduct mock interviews and rehearsals with your spokespersons to test their readiness and confidence. You should simulate different scenarios and formats of media interviews, such as live, recorded, phone, online, or press conference. You should also use realistic questions and feedback from journalists or media trainers. You should record and review the mock interviews and rehearsals, and provide constructive criticism and suggestions for improvement.
Mock interviews are a valuable tool in media training, however, relying solely on them may not adequately prepare your spokespersons for real-life scenarios. Instead, go for simulations and on-camera training. Simulating realistic scenarios helps spokespersons experience the pressure and dynamics of a real media interview. Being on camera adds another layer of pressure and scrutiny, as spokespersons need to be conscious of their body language, facial expressions, and overall presentation. Utilizing software that puts the spokesperson on the hot seat can further enhance the training experience.
The fifth step is to monitor and evaluate the media coverage of your PR crisis and your spokespersons' performance. You should use tools and metrics to track and analyze the quantity, quality, tone, and sentiment of the media coverage. You should also look for gaps, errors, or misrepresentations of your key messages and talking points. You should use the results of your monitoring and evaluation to adjust and refine your media strategy and tactics as needed.
The sixth and final step is to support and debrief your spokespersons after each media interview. You should provide them with positive reinforcement and recognition for their efforts and achievements. You should also debrief them on what went well and what could be improved. You should address any issues or concerns they may have, and offer them guidance and resources for further learning and development.
Preparing spokespersons for media interviews during a PR crisis requires proactive measures that go beyond crisis response. They need to be equipped with the skills and confidence to effectively engage with journalists and convey key messages. Regular media training, mock interviews, crisis simulations and role-playing exercises help spokesperson refine their responses and messaging. On-camera training helps them improve their body language and delivery. Companies should prioritize ongoing training and practice sessions to build the necessary skills and confidence well in advance. Effective communication during high-stress situations, where every word carries weight and can impact reputation and stock values, requires consistent practice.