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.