How to Take Control of Your Executive Presence: Lessons from Sarah Morgan’s ‘Owned vs Earned Media’ AuSAE event.

In today’s fast-paced digital age, controlling your narrative is more critical than ever - especially for associations and peak bodies representing a sector or profession.

At a recent Australasian Society of Association Executives event, Sarah Morgan , the Managing Director of Bespoken Agency, shared invaluable insights around 'Owned vs Earned Media' that deeply resonated with executives looking to amplify their media presence and build crisis communication strategies. Here's a breakdown of the key takeaways.

?

1. Understanding the Media Landscape: Owned vs Earned

Owned media is exactly that — platforms and content you control or ‘own’, such as your LinkedIn page, website, podcasts, articles, or even published material that you own. Think of it as your own media empire.

Earned media, on the other hand, is where you ‘earn’ the right to be on a third party platform. You are a guest on their platform, with limited or little control of the finished product. This may be through press articles, TV features, or radio interviews, or anywhere you can be quoted. Essentially, media attention gained from external sources, positive or negative.

?According to Sarah and an upcoming survey she developed with AuSAE, only a confronting 36% of ?executives in Australia and New Zealand believe they have a strong media presence. That’s a huge opportunity to change.

?

2. Collaborating with the Media: Give Them What They Need

Working with journalists and media professionals requires efficiency and clarity. Don’t waffle. Provide the facts quickly and efficiently.? Be able to nail your ‘who I am and what I do’ pitch in under 30 seconds and provide headlines, stats, and relevant stories from the coalface that matter. Simplify complex issues, lose the jargon, and most importantly, respond quickly. When the phone rings, answer it!

If you're not sure what the industry you represent cares about, Sarah advises starting with the negative comments on your social platforms or bad press. That’s where you’ll find what people really want to hear addressed and give you an opportunity to make a difference or reclaim your brand by addressing the issues.

?

3. Building Your Executive Profile; do not assume

Journalists will Google you. Do you like what they'll find? Ensure your online presence – LinkedIn, corporate bios etc - reflects the expert you are. You don’t need a massive budget to make this happen; a decent iPhone and a sound-cancelling microphone can work wonders, $1500 for a full day with a photojournalist or videographer to create content that represents you and your association well is a great place to start.

?

4. Crisis Communications: Be Ready, Always

Every organisation should have a crisis communications plan, but it must be accessible and actionable. Sarah challenged those of us in the room; Can it be activated within an hour? Do key team members and board members know their roles? Do you know who needs to be in the war room??

In a crisis, speed, preparation, and transparency are key. Avoid blaming others, stay consistent in your messaging, and maintain humility. If things escalate, don’t hesitate to consult with the experts (hint, Sarah Morgan Bespoken ). And don’t just deal with the storm in hand.? Focus on your brand on the other side of the crisis by repairing and enhancing your brand during the process.? Preparation is key.

?

5. Crisis Comms: Don’t Stick Your Head in the Sand

A crisis won't disappear if you ignore it. “No comment” or failing to respond to a media enquiry doesn’t make it go away. Address issues head-on and remain accessible. Investing in a crisis communication plan and a media asset bank might be the best $1,500 you spend to ensure you’re prepared for anything and in control of your executive presence.

?

6. Taking Control of Your Narrative

What are the three topics you want to be known for? Choose wisely, so you are known for your specialist areas. Your personal and organisational LinkedIn presence is often the first thing stakeholders - whether government officials, members, future staff, or partner - will see.

Google yourself regularly and ask: What narrative is out there? Then, create a strategy to lock it down and stick to it.

?

7. Building Relationships with Journalists

To get your story out there, you need to build relationships with the key journalists in your industry. Understand their pressures (they may be working up to seven stories a day) read their work and know who they are. Make your story visually appealing and share it across social platforms to amplify its reach. Do not insult a journalist by saying you don’t read the media!

Be all in.? As Sarah aptly put it, “You can’t be half-pregnant!”

?

8. Media Training: It’s Not One and Done

If your organisation’s goal is to influence government policy or public opinion, media training is non-negotiable. Once is not enough; training needs to be updated and practiced regularly. Performing well in front of media is a skill, especially in a crisis or at short notice.? Flex your media muscle often to build expertise and credibility in this area.

Oh, and don’t forget to state ‘media trained’ on your resume and LinkedIn profile, it is an asset to your future job search.

Sarah Morgan 's insights serve as a valuable reminder that proactive media management is essential for any forward-thinking, contemporary executive.

To learn more, check out Bespoken Agency and explore how they can help you refine your media and communications strategy.?

Please reach out to Sarah on [email protected].

?

Beaumont People prioritise people as an organisation's greatest strength.

Jo Brown has interviewed over 4,500 people in her 16 years of HR and recruitment career.? ?She leads the Association & Membership team at Beaumont People.

Please reach out to Jo for support in finding your next executive level role.

[email protected]

02 9093 4925