I absolutely love this YouTube clip. The best way to watch it is to think of two people in a car, each of whom believes they have a steering wheel, a gas pedal and a brake, and each of whom believes they can steer the vehicle to their destination.
The journalist is steering the interview to why Adobe charges Australian users $1,400 more to download the same Creative Suite software than users in the United States. It seems like a reasonable question. After all, if the premise is true, it’s cheaper for Australian users to fly to Los Angeles to purchase a boxed copy than download the software from down under.
The CEO, however, doesn’t want to go there. He keeps trying to take the vehicle over a bridge to the destination that appeals to him—his belief that “the Creative Cloud is the future of creative.”
But the journalist ignores the bridge and keeps steering the vehicle to where he’d like it to go.
Who wins? In this case (and in many, many others I’ve seen), not the spokesperson.
By the end of this YouTube clip, other journalists start asking why Adobe charges more. The story then becomes:
- It is cheaper to fly to US than buy Adobe software in Australia
- Adobe has its head in the clouds over pricing
- Adobe Catching Fire For Gouging Customers Down Under
There is only one steering wheel, one gas pedal and one brake during media interviews. The journalist ultimately controls all three. Some journalists exert more control than others, absolutely. But organizations that want to control destination and direction should buy advertising, not arrange media interviews.
The best interviews are carefully negotiated in advance, with the intent of building to win-win outcomes. With negotiation, Adobe would discover that the journalist is intensely curious about a pricing issue, and the pricing destination will need to be visited before any new destination can be considered.
If the company is unprepared to visit that destination, it should not conduct a news conference to announce a new product offering. The risk is too great. Any credible media training consultant would tell them that.
If, as a result of effective negotiation, the pricing issue is resolved with a positive announcement, the vehicle can then be driven over the new bridge of “the Creative Cloud as the future of creative.”
The journalist wins because the story can answer a question that the journalist clearly states “readers have been asking.”
The company potentially wins twice.
Not only could it have a positive announcement for Australian customers if pricing can be synchronized, it is demonstrating what lies over the bridge with a business partner that actually listens to their concerns.
About the Author
Eric Bergman is Canada’s most experienced and credentialed media training consultant. For more than 25 years, thousands of spokespeople from five continents in the private, public, corporate, professional, entrepreneurial and not-for-profit sectors have benefited from Eric’s approach, coaching and feedback.
Eric holds a bachelor of professional arts in communication studies from Athabasca University and a two-year diploma in advertising and public relations from Grant MacEwan College.
He is an accredited business communicator (ABC), an accredited public relations practitioner (APR), and a master communicator (MC)—which is the highest distinction that can be bestowed upon a Canadian member of the International Association of Business Communicators. In 2014, he was named a member of the College of Fellows of the Canadian Public Relations Society (FCPRS).
Contact Eric if you’re interested in applying his proven approach. Your spokespeople will gain the competence and confidence to manage exchanges with journalists to win-win outcomes, while protecting themselves and their organization every step of the way.
When being interviewed by a print journalist—in which the final article is words printed on paper or words printed on a screen—spokespeople should remember that they're not there to engage in a conversation.
In my experience, if they do, they should be prepared to accept greater risk. By trying to be conversational with print journalists, rather than focusing on answering questions clearly and concisely, spokespeople dramatically increase the odds of being misquoted or quoted out of context.
With print interviews, more context (i.e. longer answers) equals more risk. Period.
With interviews by print journalists, the route to the end audience is always indirect. Even if it’s a solitary blogger writing the story, he or she takes the information gained during the interview and reshapes it to a finished product hours or days after the interview has ended. Conversational spokespeople read the finished articles and often think to themselves: “That’s not quite what I had in mind” or "that's not quite accurate”—even as a result of positive interviews or those for which there is minimal risk.
If it’s a potentially negative story, the impact is magnified. I’ve seen conversations with print journalists lead to weeks of damage control. I once had someone in a media training session tell me about a two-part less-than-complimentary quote in a finished print article. This spokesperson recalls the two parts of the quote being separated by about 15 minutes of "conversation."
The fundamental skill of pausing, answering and stopping is the best skill to apply during print interviews. Messages should be woven in strategically, which generally means sparingly.
Print journalists have to teach themselves about a topic before they can turn around and teach others with an article that, we hope at least, is factually correct. Journalists can improve their accuracy by asking more questions per minute during interviews, which brings us right back to the critical skill of stopping once spokespeople have clearly and concisely answered the question.
Pause-answer-stop provides protection. It facilitates greater accuracy in the finished story. And it is more strategic, because the journalist simply has fewer long answers from which to draw quotes.
During his presentation to the World Public Relations Forum on May 29, 2016, Eric Bergman stated his view that public relations professionals have an opportunity to carve out a new area of practice globally and become more trusted advisors to clients. To do this, PR professionals need to bridge the gap between truth and transparency, and virtually eliminate the focus on bridging to messages.
Bergman covered three topics during his presentation. First, he defined a number of terms. Second, he provided examples of how it is possible to be truthful, but not transparent. Third, he demonstrated how the skill of answering questions clearly and concisely not only builds better understanding, but brings together truth and transparency.
Bergman began by defining four terms: lying, deception, spin and transparency. Quoting philosopher Sissela Bok, he explained that lying occurs when someone makes a statement that they believe to be untrue at the time they said it, even if that statement ends up being true at a later date. Deception occurs when someone creates an impression from the facts that they themselves do not believe, even if the facts are true.
“The best definition of spin I’ve ever seen was from a paper by John Mearsheimer to the American Political Association,” Bergman said. “He defined spin as arranging facts in way that portrays the individual or organization in the most positive light.”
A resume, for example, is a perfect example of spin. “If the facts are correct and the impression left by the facts is correct,” Bergman explained, “there is nothing wrong with spin.”
Bergman then defined transparency in three words: ask me anything. This means answering as many questions as possible, but clearly and concisely. “If someone stands in front a group and answers 1,000 questions clearly and concisely in two hours, can that person lay claim to transparency?” asks Bergman. “Of course. I have nothing to hide, so ask me anything. But if they barely pay lip service to the question and bridge to what is important to them or their organization, can they lay claim to transparency? Probably not.”
Bergman concluded the first section by pointing out that the bridge between truth and transparency is the question and answer process. “To protect themselves from lies, deception and spin, people ask questions, and that trend will only accelerate,” he explained. “People want answers. As communications professionals, our objective should be to counsel our clients to provide answers, not ignore questions and talk about what’s important to the organization.”
In the second section of his presentation, Bergman explained how it is possible to be truthful but not transparent. One example he often uses to explain the difference is of a real estate agent showing a customer a potential home. The customer asks: “How far is the nearest school?”
The real estate agent replies by saying: “Talk of school often reminds me of school taxes. Did you know that this is one of the lowest assessed areas in the region? Imagine all the money you will be able to save for your child’s post-secondary education.”
What would the customer’s next question be? Most likely: “How far is the nearest school?”
The real estate agent then replies by saying: “School time is important, but so is after school time with your family. Did you know this property is adjacent to a conservation area? In fact, you will be able to open your back gate and walk right into it. It’s like having all of the beauty and tranquility of the country and convenience of the city.”
Is the real estate agent being truthful? Yes, if the taxes are low and the conservation area is outside the back gate. The agent cannot be faulted for lying or deception. He or she is focusing on perceived benefits of the house to leave the customer with the best possible impression.
But what impression does this leave with the customer? How does not answering a simple question impact the relationship? Bergman believes that most people would be left with the impression that the nearest school is 50 miles away.
Bergman concluded this section by pointing out that the public relations profession would better serve clients if it understood the value of answering questions clearly and concisely. He believes the skill of answering questions can be embodied in three words: pause-answer-stop. Pause and think; answer the question asked and only the question asked; then stop talking.
Bergman concluded his interactive hour by stating: “It’s important to understand the definitions of lies, deception, spin and transparency and that it is possible to be truthful but not transparent. If someone believes ‘ask me anything’ is a reasonable working definition of transparency, then answering questions in clear, concise terms is the bridge that gets us there from the truth.
“As a profession, we would better serve our clients if we helped them bridge the gap between truth and transparency, rather than telling someone asking a question that something else is important. The tactic of bridging to messages has become an outdated paradigm in an information-driven world, and we would better serve our clients if we embraced that fact.”
For more information, Eric Bergman can be reached at 416-410-3273, through his website at www.presentwithease.com, or by e-mail at email@example.com.
After a disappointing hockey season for the Ottawa Senators of the National Hockey League head coach Dave Cameron was fired. During his subsequent media exchange with the owner, Cameron proved to be a polarization pro.
In announcing the firing, Eugene Melnyk, owner of the Senators, made pointed remarks about Cameron's coaching style.
“It was inconsistency and some stupidity,” said Melnyk, pointing to Cameron’s decision to start rookie goalie Matt O’Connor in home opener Oct. 8.
“I go back to the very first game. You put in the second goalie. What was that about? On opening night and the guy gets clobbered. It’s not fair to him, not fair to the fans. Just a lot of little tiny mistakes that all of a sudden escalate and get serious and get in people’s heads.”
A natural reaction to polarization is to meet the opposition head-on. Imagine John Tortorella, head coach of the Columbus Blue Jackets and previous head coach of the Vancouver Canucks, reacting to the comment if it was made toward him. He likely would have used colourful language to tell Melnyk that until he learns to skate and shoot a puck his opinion on the matter is irrelevant.
Instead, Cameron took a more effective approach to handling polarization. He remained logical and professional, using Melnyk’s open hostility to pull people to a more reasoned perspective.
“He can evaluate me all he wants, my coaching, he can fire me, I understand all that," Cameron said in a news conference on April 14, 2016.
"There's no reason for being hurtful. We're human beings, at the end of the day.”
About 25 years ago, I developed a “Managing Polarization” model to help my clients navigate their way through issues effectively.
Polarization arises as a result of issues, and the dictionary defines an issue as "an unresolved problem with the potential of escalating into a dispute." When someone "takes issue" with an individual or organization, they are mapping out the boundaries of that dispute.
Theoretically, the opinions toward any issue can be mapped along a spectrum that goes from openly hostile at one end to openly supportive at the other. Those with no opinion can be found somewhere in the middle.
As you move toward the outer edges of this spectrum to openly hostile or openly supportive, you move from a logical perspective to an emotional perspective.
When dealing with a group or individual who is openly hostile in an emotional way, it is essential to remain in the supportive but logical side of the spectrum. Allow others to explore your logic by answering questions and keeping your answers short. The more questions you answer, the more transparent you will be. By being objective, you allow their hostility to push people toward your perspective.
Dave Cameron is a case in point. He faced negative opinions from the organization and fans. It is no secret that the Ottawa Senators did not have a particularly successful season and a lot of the blame ends up with the coach. Even if you agree with Melnyk’s opinion, as a human being it is difficult to take his side when he is on the openly hostile end of the spectrum and belittling another human being.
Cameron implemented the Polarization Model flawlessly. He is truly a polarization pro.
Perhaps the one benefit of the sordid Jian Ghomeshi affair is that it provides insight into how and why apologies could and should be made by individuals and organizations facing a crisis.
Sometimes saying sorry is the only option. And when an apology is given, it should be brief, contrite and from the heart.
Jian Ghomeshi was recently acquitted on four counts of sexual assault and one count of choking by an Ontario court judge in March 2016. He then faced a charge of sexual assault against a coworker at CBC (Canadian Broadcasting Corporation) and was due to appear in court in June, but the charge was dropped when he apologized to his accuser, Kathryn Borel, in court on May 11, 2016.
When the story first broke, Mr. Ghomeshi publicly stated his innocence in a Facebook post. He came out swinging, as the expression goes. He placed the blame on his accusers and stating that he has been “framed” by a jealous ex-girlfriend.
I've written and spoken about that post numerous times over the past couple of years. As someone who has spent about 60 per cent of his life in public relations, I found the Facebook post somewhat repulsive.
It was spin gone bad. From the first paragraph, my personal and professional BS detector was off the scale. As another expression goes, don't BS a BS-er. I've seen it so many times in my career; an individual or organization does something stupid and tries to spin their way out. Then, when they have no other choice, they admit their mistake and issue a half-hearted apology.
Except this case was a bit different. Instead of a half-hearted apology, there were two apologies that seemed whole-hearted and sincere—one from Mr. Ghomeshi and one from the CBC.
Mr. Ghomeshi's, fuelled by an excellent lawyer and one-and-one-half years of therapy, seemed contrite and from the heart. It probably didn't hurt that he has been spending significant time with his mother, who he seems extremely reluctant to disappoint.
The CBC admitted that its behaviour toward Kathryn Borel was deplorable. It publicly apologized through its PR person (an apology from the CEO or chair would have been better, especially on news stories carried by its own network, but we'll take what we can get).
Personally, I believe everyone should be given a second chance. But if either Mr. Ghomeshi or the CBC steps over a similar line again, justice should be swift and brutal, whether delivered in a court of law, the court of public opinion, or both.
However, imagine each had issued their apology earlier. Would that have better salvaged the reputation of each? Perhaps. But the fact that both apologies seemed genuine will likely work in the individual’s and organization’s favour.
When the apologies were finally issued, both Mr. Ghomeshi and the CBC realized that good crisis management can simply mean saying sorry and meaning it. And this case demonstrates how to do so effectively.
During the past 30 years, I’ve used a heart attack analogy to explain to management groups why effective crisis communication is less about communication than it is about sound decision-making.
“Let’s suppose that the pressure of meeting with you today causes me so much stress that I suddenly collapse from a heart attack” I tell them. “I don’t know about you, I’d be tempted to call that a crisis in my life.”
But if we examine that crisis, we’d find that it’s made up of two components.
The first is an emergency. With luck, someone administers CPR. Someone else calls 9-1-1. With their help, I make it to the hospital. There, under the care of professionals, I become well enough to go home.
The second component begins when the emergency ends. This is when the issues begin to emerge.
A Crisis is a Turning Point
The dictionary defines a crisis as a “turning point.” In medicine, a crisis is the point at which a patient takes a turn for the better or the worse.
After my heart attack, the turning point is reached if I get my act together: regular exercise; a better diet; fewer stressful meetings with management groups.
If I don’t change my lifestyle—if I don’t make better decisions—I have not yet reached the crisis. Another emergency is almost certainly just around the corner.
Just as a crisis in medicine can be traced to an illness, an injury or any combination of the two, a crisis in public relations can find its roots in an issue, an emergency, or a combination of the two.
A crisis occurs when issues escalate out of control. Media attention leads to public scrutiny. The organization goes on trial in the court of public opinion.
The crisis point is passed if the resolution of the issues underlying the crisis leads to positive change—a healthier lifestyle for the organization after its analogous heart attack. If there is no positive change, the turning point has not been reached. Another organizational “heart attack” is probably just around the corner.
A Case in Point
Volkswagen is a case in point. The crisis occurred when it was discovered in 2015 that 11 million Volkswagens had diesel engines with altered software that made them appear to emit fewer emissions than they actually did.
At first, Volkswagen appeared to make the right decisions. The president was fired and a replacement named. The company announced that more than two million diesel Audi vehicles had similar issues; it was “coming clean,” so to speak. Volkswagen admitted the problem and said it would fix the software in all the affected vehicles.
But a fascinating New York Times article pointed to two different decision-making issues that may very well lie at the core of Volkswagen’s problems.
The first is what occurs at the boardroom table. The article highlights Volkswagen’s power struggles and boardroom issues, pointing out that a culture of stretching the rules begins at the top.
The second is the attitude of engineers, which the article labeled as “arrogance.” Why should the company meet emission standards, they are reported to have argued, when electric cars in the United States are charged by burning fossil fuels?
If Volkswagen manages to address these two underlying causes of their organizational heart attack, the company has a chance of salvaging its reputation. If not, another emergency is just around the corner. If the company doesn’t address its decision-making issues and embedded arrogance, we could very well be witnessing the death of yet another brand.
One Simple Question
Against this backdrop, effective leaders (and the management groups with whom they work) know that carefully answering one question (and following up with action, not just words) is the key to successfully resolving virtually any crisis and protecting their organization’s reputation.
“What are we going to do to ensure that a similar emergency never, ever happens again?”
Whether you’re having a heart attack as an individual or organization, answering that question is the key to ensuring that issues are resolved and another emergency is not just around the corner.