An interesting article from the Harvard Business Review entitled “Getting an Audience to Remember Your Presentation,” by Art Markman of the University of Texas, states that the purpose of presentations is to influence the explicit memory of the audience. Markman argues that, for presentations to have high impact, speakers need to be aware of how information gets into memory.
Markman identifies three factors than can be used to improve what people remember. The first is to follow the right sequence.
Information presented at the beginning and end of a talk is always best remembered, he says. This is why it’s critical to state the call to action up front. The audience should be encouraged to either apply the information or take action on it, and this should be clearly stated at the beginning of every business presentation.
It's important to set the tone for the sequence. According to Markman, “many speakers open their talks with an anecdote that is engaging, but only tangentially relevant to the topic of the presentation. The audience may easily recall this anecdote later, but it won’t help them to learn what they really needed to know.”
Opening with jokes or anecdotes that distract from the main topic is always risky. Do you want the audience to remember your jokes or how to apply or take action on your information?
Markman’s second factor is to draw connections. To make his point, Markman uses a peanut analogy: “If you take peanuts out one at a time, you get three peanuts when you reach into the bowl three times. But, if you pour caramel over the peanuts, then when you pull one out, you get a whole cluster. After you draw from the bowl three times, you may have gotten almost all of the peanuts out.”
He states that memory works the same way and “making connections among the key points in your talk helps pour caramel over the peanuts in memory and increases the amount that people remember from what you present.”
The third factor is to make the audience work. Markman states that presentations must “provide opportunities for audiences to think for themselves.” The more the audience thinks about the ideas in the presentation, the greater the likelihood they will remember those ideas later. It is important to control when the audience thinks and what they think about. As anyone who as attended one of my workshops or presentations know, pausing is essential. Pausing before you speak allows you to formulate the idea in your mind before articulating it. Pausing after each idea allows the audience time to think about and absorb your information, one idea at a time.
One of the most effective ways to influence memory is through conversational delivery. The best presentations emulate good conversations—whether someone is presenting to an audience of one or one thousand.
Think of the best presentations you have attended. What made the presenter memorable? It is the feeling that the presenter is speaking to us individually, even if we are in a room with a thousand other people. It is the feeling that they are having the same conversation with a group of people that they would have one-on-one.
This is how presenters achieve their business and communication outcomes. And, to paraphrase Professor Markman, this is how they change memories.
As someone who wrote his first speech for a senior executive more than 30 years ago, Eric Bergman provides presentation skills services to clients from his base in Toronto.
Contact Eric if you’re interested in developing and delivering presentations that are authentic, credible and believable, and that apply the latest in cognitive techniques to the challenge of influencing and motivating audiences.
Later, when we discussed body language in broadcast interviews, I crossed my arms and asked if this was appropriate body language for someone delivering a presentation or being interviewed on television. Everyone said it was inappropriate; I looked closed.
However, that was exactly what she did. I had been sitting at the back of the room at the time, with my video camera on a tripod, so I turned on the camera and recorded her after she crossed her arms while talking to the group. When I played back the tape, everyone was surprised that they hadn’t noticed she had committed what is often known as a body language “sin.”
The point I made to this group was that, because the HR director was communicating effectively and being herself, they did not even notice the body language. It was natural for her. Her body language was consistent with who she was and what she was saying.
If you were standing outside her office, she may have her arms crossed, but she would be listening with that special brand of attentiveness reserved for those who are truly in the “people” business.
Every of us is unique. Each of us has our own way of standing, talking and conveying our messages.
We need to “be ourselves” when engaged in a broadcast interview or presentation of any type. This is how we convey our personality, and this builds the trust that makes our message believable.
Not only do presenters often bore audiences, but in the worst circumstances, presenters bore themselves.
An interesting article in the Harvard Business Review entitled “The #1 Killer of Meetings (And What You Can Do About It),” Peter Bregman describes the journey he took to stop boredom and enhance engagement during his presentations. His conclusion is simple. If you don’t want anyone to be bored during your meetings or presentations, there is one simple thing you can do: turn off the projector.
Bregman’s transformation began after a two-day off-site meeting several years ago as he both watched and delivered slide-based presentations. In each presentation one of two things occurred: the audience tuned out or they poked holes in the presenter’s content.
“People tune out because nothing is required of them,” he explains in the article. “Or they poke holes because, if they don’t tune out, it’s the most interesting thing to do when someone is trying to prove there are no holes.”
After his experience, Bregman was determined to find a better way. “Over time,” he says, “I identified a single factor that makes the biggest difference between a great meeting and a poor one: PowerPoint. The best meetings don’t go near it.
“PowerPoint presentations inevitably end up as monologues,” he continues. “They focus on answers, and everyone faces the screen. But meetings should be conversations. They should focus on questions, not answers, and people should face each other. I know it sounds crazy, but I’ve found that even the hum of the projector discourages dialogue.”
Pause-answer-stop is the first skill I teach my clients. As Dr. Blasey Ford demonstrated, it is a wonderful defensive strategy for avoiding being quoted out of context, and it enables the person implementing that basic strategy to communicate effectively and credibly.
And it works. Dr. Blasey Ford was transparent. She was respectful. She communicated clearly. She maintained her credibility and, most of all, her dignity.
Justice Kavanaugh came out swinging. Yes, someone falsely accused of sexual assault would be upset. But once that emotion was expressed in an opening statement, if I had accepted an engagement with Justice Kavanaugh, my advice would have been to pause and think after the question is asked, to answer the question asked and only the question asked, and stop talking.
I wouldn’t have taught him how to bridge to something more important than what was being asked (a common technique taught during traditional media training), nor would I have ever counselled him to be belligerent to the point of attempting to control the interview with a question like: “Have you ever drank to excess, Senator?”
I would have taught Justice Kavanaugh my proprietary defensive strategies, at least one of which Dr. Blasey Ford implemented during her testimony. And we would have dealt with the inevitable question: “Have you ever drank to excess?”
As one of my clients often says: “If you can survive Eric, you can survive anyone.”
While my wife and I were watching his testimony, I turned to her and said that he was in for a long, long week because of his belligerence and his inability to answer the question and stop talking. I told her that he’s going to be quoted out of context by everyone, and that his credibility would be in question. And that prediction has come true. Justice Kavanaugh has been quoted out of context all week, and his reputation is no better off today than it was a week ago.
The next time you’re looking for media training, keep this comparison in mind. Who do you want your spokespeople to emulate?
Do you want them to strive for the credibility and poise of Dr. Blasey Ford? Or do you want them to try to control the interview, tell others what’s important, talk too much, and be constantly quoted out of context?
The choice is yours.
Contact Eric if you’re interested in having spokespeople be more like Dr. Blasey Ford than Justice Kavanaugh.
In the article, Lazarus listened to a consultant provide the following advice during the media training session: “Get your message out, don't let a reporter interrupt you, try not to speak too quickly and try not to get off track with what you are there to talk about.
“They are going to ask you a question, you are going to answer with your key message, they are going to ask you another question, and you are going to have a second or third key message.”
Maybe it's just me, but I just don't understand this logic.
The company has good news to share. They are cranking up the media relations machine to get reporters interested in their story. They're hoping the editors will respond by sending out a reporter, which will then result in “free” publicity for the firm.
When the reporter begins asking questions (which is, after all, what reporters do for a living), the spokesperson is going to ignore their questions and keep driving home key messages.
It sounds like an interesting way to develop relationships with reporters. You get us interested so we'll ask questions. When we ask them, you rudely ignore them and keep parroting key messages that would look better in an advertisement than a feature article. I wonder what will happen the next time the organization (or its agency) sends out a news release. If you were the editor, what would you do? I'd delete it in less time than it takes the average traditional media training consultant to say “key message.”
At a designated spot overlooking the Tower of London, we met our affable Cockney guide, Pete. He was a character, our Pete, and he would have looked out of place in most boardrooms, training rooms and classrooms.
But the communication skills he demonstrated were exceptional, and should be envied and emulated by anyone who has to prepare and deliver presentations to others. We can all learn from “our Pete.”
After he gathered his flock, he led us to our first stop—the remains of the old Roman wall that has traditionally divided London's east-enders from the rest of the city. "In 1888, half the children born on the east side of this wall didn't survive until their first birthday," Pete told us. "It was said that, for every 100 yards you traveled east, life expectancy dropped by a year."
I’ve often said that statistics should be to presentations as spice is to a meal—used sparingly. Too much ruins the main course, the story.
Pete told stories well
To illustrate his love of history, he told us a story of traveling to Hadrian's Wall as a school boy. (Hadrian's Wall is the roman wall that has traditionally separated England from Scotland.)
It was not a pleasant field trip, Pete informed us. It was raining. It was cold. He was miserable.
He was walking along the wall when he came to some Latin graffiti scratched into its side. He got out a piece of paper and his pencil, and rubbed the inscription so he could bring it to his Latin teacher.
When the Latin teacher read the inscription, he smiled. "You didn't enjoy yourself at Hadrian's Wall, did you," the teacher said. "No, sir," Pete replied.
"Apparently a man named Devinius wasn't enjoying himself either."
Pete clearly stated outcomes up front
Within a minute or two of gathering us together, Pete told us he hoped we would gain two things. First, he wanted us to learn more about life in late 19-century London, the city of his birth. Second, he wanted us to better understand why he’s so proud to call London his home.
We gained both, in spades.
Pete knew that pausing is important for him and us
Pete paused to think before speaking. This enabled him to choose his words carefully so that each word out of his mouth added value.
Pete paused after he spoke. This allowed us to think about what he’d just said. He allowed us to process one thought before giving us another. He didn’t try to overload us with information. The entire presentation was two-way and receiver-driven, while adhering to the principle of “less is more.”
Pete used visuals sparingly, and well
When he brought us to a new location, he would introduce it and give us time to look at it. “This is not where one of the murders happened,” he told us in one case. “But if we went there now, you’d all be disappointed because it’s a parking lot. This is what London would have looked like in Jack’s time.”
He would pause to allow us to look around and let our imaginations work. When we started coming back to him, he continued his presentation.
He showed half a dozen pictures from his smartphone for emphasis. But again, he would tell us what we were going to see, then showed it. When he showed the picture, he moved the phone from person to person around the group, letting us absorb it. During those times, he never said a word.
Pete answered questions clearly and concisely
While he was always polite, he thankfully kept his answers short. This enabled many of us to ask a lot of questions. We learned from each other’s curiosity, which only added to the educational experience for everyone.
Pete demonstrated excellent presentation and communication skills. He provided lessons of value that could be applied to every boardroom, training room, meeting room, conference hall and lecture hall on the planet.
So, if you’re ever in London, look up our Pete and join him on his walk.
For the price of a movie ticket and pop, you’ll gain insight into parts of London that most people don’t see. You’ll begin to share Pete’s love for his city.
And, if you watch Pete at work, you’ll gain insight into communicating effectively with others during all types of presentations from one of the most unlikely but effective of sources.
I’ll bet it was the longest one minute and forty-seven seconds of his life.
￼Reporters started shouting questions as Mr. Kushner stood with his nose nearly pressed to the door in a bizarre adult version of peek-a-boo. You know the game. I can’t see you, therefore you can’t see me.
And the game became the story.
As anyone who knows me knows, I am not big a big fan of obfuscation. But I have always believed that spokespeople should protect themselves first and their organizations second—even spokespeople whose worldview is something to which I do not fundamentally agree or subscribe. In this case, obfuscation would have been vastly superior to the alternative of having your nose bizarrely pressed against the door.
What a seasoned unelected representative of the people would have done is switched places with the other person and quietly asked that person to continue gently knocking on the door. He or she could have then asked journalists for a quick second to call or text someone inside, and done one or the other. Then, a seasoned representative would have turned to face reporters who were asking relatively simple questions:
- Will there be a deal tonight on NAFTA?
- Are you concerned about the op-ed (in the New York Times)?
- How are things going on NAFTA? Is it ok?
- How is it going with Canada? Is there progress tonight?
- Any words on the mood of the room?
- Is Canada making any compromises?
Will there be a deal tonight on NAFTA?
“The negotiations are continuing on an agreement with Canada and I can’t say when a deal will be finalized. However, I can assure you that both sides are putting forward their perspective and we will have to let the process unfold.”
Are you concerned about the op-ed (in the New York Times)?
Yes, I am very concerned about it, and I can assure you that the president is very concerned about it as all. Particularly since the person who wrote it has chosen to remain anonymous. The president is extremely disappointed that someone within the White House has chosen to step outside of the privilege of their office to undermine this administration.”
Yes, I know. If he did this he would say blah, blah, blah. But in this specific situation, impersonating one of my favourite cartoon characters would have trumped peek-a-boo every single time.
The first is that the true value of any presentation can only be found in what comes out of the presenter’s mouth. The second is that the only thing that matters is how information goes out of the presenter’s mouth into the long-term memory of individuals attending the presentation.
Believe it or not, tapping into how people listen is the secret to presentation success.
How listening worksListening involves both working memory (sometimes incorrectly called short-term memory) and long-term memory. When we listen to someone with the
When working memory is engaged with long-term memory, listening stops. As humans, we can either listen to what someone is currently saying, or we can process what the person has just said. We cannot do both; we cannot listen and think at the same time.
Any information not moved from working memory to long-term memory will be lost. It will not be retained, regardless of the best intentions of the person attempting to communicate, or how important that information is to the person or people attempting to listen.
If you’ve ever attended a fantastic presentation that you felt provided incredible value while you were there, but shortly after the presentation can’t remember a darn thing the presenter said, you’re familiar with what happens when working memory is overloaded. Nothing is retained; even the value you thought you were receiving cannot be later recalled.
The hitch to this process is that working memory is overloaded, which can happen very quickly, nothing is retained. Information spills out, never to be retrieved.
One Bucket at a TimeThe best way to understand how this works is to think of the sender of information (the presenter) as someone with a tank full of water that he or she would like to get across to a series of troughs, which represent the long-term memories of individual audience members. The only thing that has a chance of being remembered by the audience is water that makes it from the sender’s tank to the receiver’s trough.
The water has to be transported from tank to trough one bucket at a time. This represents how working memory takes small amounts of information to long-term memory, where it can be recalled later.
The audience fills their small bucket with information from the presenter. When the bucket has reached its limit, the bucket is taken to the appropriate trough and emptied.
Any water spilled while the bucket is on its way to or from the trough is lost forever. The process is repeated until the tank is empty or time runs out.
There are a couple of twists to this analogy. First, each bucket can only be filled at a conversational speed. If information comes too quickly, a spring releases at the bottom of the bucket and everything spills out, never to be retained. Working memory is overloaded.
Second, the spring gets sprung if the information is filled past a specific line on the bucket. Again, working memory is overloaded.
Either of these—the information coming too fast or too much information—overloads working memory. The presenter’s information never makes it to the trough and is lost forever.
You fill too quickly if you don’t pause during your presentations. The audience needs time—in silence—to move each small piece of information from tank to trough.
You fill past the line by showing the audience any form of written information while talking to them. Every slide that’s shown or used when someone is talking—every situation in which there’s something for the audience to read, to think about, to decode or to decipher—comes with a cognitive cost that results in working memory being overloaded. When working memory is overloaded, very little (if anything) makes it to the trough.
As researcher Dr. Christoph Wecker puts it, there is a “speech suppression” effect of PowerPoint. His research demonstrates that, when slides are used—even using what he calls “concise” slides that are less cluttered and fewer in number than the vast majority of slides you’ve seen in your life—the audience does not hear large portions of what the speaker is saying.
If you want to improve the amount of information that makes it from your tank to their trough—if you wish to increase your ability to inform or persuade any audience—you will be most successful if you do it one bucket at a time.
Don’t deliver a presentation to your audience. Have a conversation with them, and they will better retain and use your ideas long after you have left the room.
The Toronto meeting was hosted by Metrolinx, a provincial government agency. Toronto councillor Georgio Mammoliti used it (hijacked it?) to reinforce his perspective that the $1.2 billion Finch LRT should be scrapped and replaced with more expensive subway service.
According to a Toronto Star article, residents “appeared to be divided on the LRT-versus-subway issue.”
The Star article says meeting descended to shouting when Councillor Mammoliti refused to let a Metrolinx representative finish a presentation about the LRT project. (I wasn’t there, so I can’t say if this was what was presented at the meeting, but Metrolinx has a presentation on its website about the Finch LRT.)
There are three concepts to be considered here that anyone involved in public consultation should consider.
First, questions should be answered, not ignored. At 1:07 of the video, a resident is interviewed by the CTV reporter. “I asked the question ‘what are you going to do for safety for the children’,” this resident says. “He started talking about the budget. I don’t care about the budget. I care about my kids.”
If Councillor Mammoliti was asked and he bridged to the budget, my advice would be that he might want to be perceived as a better listener, especially during an election year and at a meeting attended by someone who ran against him during the last election and may very well run against him this fall. When child safety is the issue, people are never swayed by talk of dollars, cents and projections.
If a Metrolinx representative was asked the question, the opportunity was missed to respond with: “Everything we can.” If people want to know what that involves, based on their understanding of the project at that moment in time and their own children, they’ll ask more questions. I would, and so would many others.
Second, people with burning questions care less about a presentation than they do about the answers to their questions. At 1:30 of the embedded video, the reporter points out that the Metrolinx presentation was cut short to move on to questions.
I’ve often counselled that when the room is divided, it can be prudent answer first and present later—if it’s still necessary to present at all. I’ve seen many situations in which dozens of questions answered clearly and concisely provides the community with everything it needs to know. If they want to know more, they can read it or inquire about it later. Sometimes, the "Contact us" slide needs to be the only one shown.
Third, the kiss of death in issues management is the phrase “you’re not listening.” In any form of public consultation, listening triumphs all. And there is no better way to demonstrate listening skills than answering questions clearly and concisely. Logically, you can’t answer someone’s question if you’re not actually listening.
If remembered and applied, these three concepts can help manage real or perceived hostility. When they’re combined with the polarization model (which I presented to the North American conference of the International Association for Public Participation last September in Denver), they’re a powerful force for ensuring that those affected by a decision can understand and potentially have input into that decision in a meaningful way.
And makes it less likely that the "other" side, whichever side that is, can hijack the meeting and decrease its success.
Presentation to the Canadian Public Relations Society by
Sarah K. Jones, APR, FCPRS, LM and Eric Bergman, APR, ABC, MC, FCPRS
Earlier this month, I had the pleasure of co-presenting with Sarah K. Jones to the Canadian Public Relations Society on the topic of “Issues, crises and social media tornadoes.” Using Tim Hortons as a case in point, Sarah and I provided insights into how public relations professionals could better prepare their organizations for the issues, crises and social media tornadoes that often lie just beyond the horizon.
Anticipating Stormy Weather
Sarah began by encouraging participants to think of the weather as a metaphor for managing issues. During winter, for example, Canadians assume that the weather will be cold, so they dress appropriately. If they’re planning a road trip during winter, they check the forecast for snow.
“For any communications professional, assuming there’s stormy weather somewhere on the horizon ahead should be a primary job motivator,” Sarah explained. “Preparing for same should be part of every job description.”
She pointed out that it’s critical to constantly ask questions. Where do storms pop up for the organization? Does it happen regularly? Is there a pattern?
How do you monitor what your stakeholders are saying? What are traditional and social media saying about your industry, your competitors, or your company? How do you monitor social media?
As the Tim Hortons case proved, whether or not PR professionals work in a directly regulated environment, it’s critical to pay attention to provincial and federal government activities and events—things like election promises, ministry initiatives, proposed legislation, economic statements and budgets all provide insights. If you don’t monitor the landscape, be prepared to be busy.
“My personal motto throughout my career is that it’s always better to spend five minutes at the front end identifying what needs to happen,” she explained. “It’s always better than spending five weeks at the back end cleaning up the mess.”
Stormy Weather Components
During the middle section, I talked about separating stormy weather into its components, so it can be better prevented and managed. To do this, I briefly explained the differences between issues, emergencies and crises.
“The dictionary defines an issue as an unresolved problem that has the potential of escalating into a dispute,” I said. “But that’s a long definition for someone originally from Alberta. To me, an issue is a fight looking for a place to happen.”
When someone “takes issue” with the organization, they’re mapping out the lines of that dispute. The crisis occurs when issues escalate out of control. Media attention, whether traditional or social, leads to public scrutiny. The organization goes on trial in the court of public opinion.
An emergency is sudden, relatively unexpected event that demands serious attention and prompt action. But an emergency is not necessarily a crisis.
A crisis is a turning point. The crisis point is successfully passed if the resolution of one or more issues leads to positive change—a healthier organization after the resolution of an issue. If the positive turning point is not achieved, however, negative change is most often manifested as a hit on the company’s brand.
“It’s amazing how much crisis management and brand health have become intertwined over past 25 years,” I pointed out. “As Sarah so eloquently stated, if issues are clearly identified and subsequently managed, the odds of them escalating into crisis is drastically reduced.”
Mitigating Stormy Weather
For this section of the presentation, we provided three actions that public relations professionals that can use to help decision-makers do the right thing.
Once you speak their language, it’s important to get their attention. Humans will not change their behaviour without feeling some form of discomfort. The difficult part of this concept is that to get the attention of decision-makers, it’s important to make them feel uncomfortable with the status quo. If not enough discomfort is introduced with the weather report and potential fallout, they will ignore it. Likewise, if too much discomfort is introduced, the weather report will also be ignored. The sweet spot is somewhere in between.
Finally, once you have their attention, it’s important to change their behaviour. We introduced a number of ideas and tools participants could use to help change the behaviour of management groups they advise. It’s never a good idea to bring a problem without a solution, and we introduced a final tool that helps define potential solutions, identifies pluses and minuses of each solution, and the potential outcome of each proposed solution.
If participants learn to effectively manage stormy weather, they’ll spend less time dealing with the aftermath. If they learn to break stormy weather into its component parts—issues, emergencies and crises—they better manage and prevent stormy weather. If participants have a larger tool base, they will better mitigate and manage any storms that arrive.
“We hope we’ve provided a wider range of tools to better prepare your organizations for issues, crises and social media tornadoes,” Sarah concluded. “That way, you’ll better help your clients and yourself prepare for any problems that often lie just beyond the horizon.”
Currently, it's a very relevant question. Toronto Police Service recently applied to march in Toronto's annual Pride parade, only to be asked by organizers and other community groups to withdraw their application. The relationship between the Toronto Police Service and the community has been strained for decades; it's something I've observed since arriving to Toronto 31 years ago. This strained relationship recently came to a head with the arrest of alleged serial killer Bruce McArthur, and investigators are probing for links to potential disappearances of gay men in Toronto as far back as 40 years ago.
Before interviewing deputy chief Barbara McLean, Galloway played a short clip from an interview the previous day with Toronto city councillor Kristyn Wong-Tam, who weighed in on the relationship between Toronto police and the LGBTQ community.
"There is something very wrong with the institution of the police—and policing—with the LGBTQ community," she said.
When he started the interview with the deputy chief, Galloway's first question built on Wong-Tam's quote. "Do you agree with Kristyn Wong-Tam that there is, in her words, something very wrong with the institution of police and policing with the LGBTQ community?"
Folks, this is a closed question. Closed questions generally require a "yes" or "no" as the answer although, as I teach in my media training program, it is possible to also to use "it depends," "potentially" or "under certain circumstances."
However, in this case, the answer is "yes." Everyone knows it. The police service was just asked to withdraw its request to march in the community's annual parade. They weren't asked to withdraw because the relationship is working well.
Does the deputy chief acknowledge this fact? Barely. In a typical, outdated, bridging approach, she then proceeds to talk about what's important to her.
"I'm actually focused on that issue, Matt," she begins, leaving us with some hope that she'll address it directly. But she doesn't. She has obviously been trained to then talk about her message.
"Looking at where I sit on the organizational chart in human resources command, focused on what we're needing to do for our modernization. And when we think about what a modern police service is, it's about relationships. And that's what I'm really focused on in the work that I'm doing."
Galloway cuts her off and asks—heaven forbid—another closed question. "Do you think there's something wrong with the way police are policing the community?"
"I actually always think there's opportunities to listen to the community and take that back and see if there are ways we can do things better …"
Blah. Blah. Blah.
Why would anyone believe the Toronto Police Service listens to the community—any community—when one of the service's top representatives isn't listening to what this interviewer is asking about concerns this specific community is openly asking?
As I've said to thousands of participants in my media training program over the past 25 years, the best way to demonstrate effective listening skills is to answer someone's questions clearly and concisely. The "constantly bridging" approach during media interviews is an outdated paradigm that fools nobody. Don't try to be clever by talking about what's important to you. Answer the question because, if you don't answer the question—especially a critically important question—everybody will assume the worst. You're not fooling anyone except, perhaps, yourself.
A little later, Galloway asks the critically important question for this interview: "Do you believe police treat members of the LGBTQ community differently than they treat other members of the public?"
"I believe our relationship with the LGBTQ community is important," deputy chief McLean waffles forward, "as it is with any community."
Galloway politely cuts her off. "This is a specific and important question," he says. "Do you think the police treat members of the community differently?"
"I think what we want to do is that relationship is very important," she waffles. "The relationship is very important and we're listening to the community …"
"But I'm not sure that answers the question," Galloway says, before attempting a third time. "Can you unequivocally say that people in the LGBTQ community are treated the same as they would be if they are from another community?"
This time, the deputy chief at least admits she can't answer that because she's not at the front lines (which is, in essence, a bit of a copout—pun fully intended). If I were a member of Toronto's LGBTQ community, I would be extremely disappointed by her response. And, if I were an officer on the front lines, I wouldn't be all that motivated to change my behaviour if I am treating someone differently.
As my media training clients know, I believe messages should be directed to specifically identifiable audiences important to the organization's success, with the goal of influencing the attitude, opinions and behaviour or those specific audiences. In this case, there was a clear opportunity to both answer the question and send a message internally and externally.
"I sincerely hope that members of the LGBTQ community are not treated differently," she could have said, particularly as an openly gay individual herself. "And if any issues of being treated differently come to my attention, I can assure members of the community that they will be dealt with immediately."
Judge for yourself. The interview is posted below.
This particular issue is unfolding in the village of Witless Bay, Newfoundland, a community of 1,000 souls on the Avalon Peninsula—located about a half-hour south of St. John’s and east of Butter Pot Provincial Park.
In other words, they are using taxpayer money to investigate whether they can retaliate against those who speak up against them on social media.
Perhaps someone should remind them that they were acclaimed as elected officials, not named supreme leaders because nobody ran against them.
There are a few other things worth noting. First, one of the councillors, developer Fraser Paul, was recently taken to court by local resident Lorna Yard. Mr. Paul was elected in a by-election in 2016. However, Ms. Yard made the case that he faked his residency in the town prior to the election and did not meet the six-month residency requirement required in municipal election rules, which require candidates to be residents in a local area 30 days before being nominated.
The Supreme Court of Newfoundland and Labrador agreed. Mr. Paul was forced to step down before establishing a permanent residence in the community prior to the 2017 election, when he become one of the acclaimed members of council.
Second, there is a long-standing dispute over Ragged Beach, an area for whale- and puffin-watchers that someone (perhaps a developer who’s now on council?) would like to see developed. There’s a big hint here. Whenever someone develops a “Friends of …” presence, whether on or off social media—such as “Friends of Ragged Beach”—it’s a strong hint that it’s time to stop talking, sit down and listen. In my experience “Friends of …” movements do not go quietly into the dark night.
You have the same choice I've seen while advising clients on issues across the country. Either listen to what they say or enter into a dispute in which they try to ram their words down your throat—some more gently than others.
Third, one of the first acts of this new council was to revoke the town’s existing policy manual that provides direction on a number of issues, including transparency. To be fair, the manual was only enacted by the previous council. However, transparency is much easier to evoke than revoke because, when it’s revoked, everyone’s first thought becomes “what are they hiding?”
I have some free advice for this council. First, although my understanding of libel and slander is rudimentary, I do know that I can say or write anything about someone as long as: a. It’s true and b. I can prove it’s true.
For example, it’s quite easy to say that Mr. Paul cheated in 2016. Ergo, it wouldn’t be a stretch to call him a cheater. Obviously, that’s not what the Supreme Court would have said, but the inference can be made when he was asked (forced?) to step down for stretching the rules. The people posting on social media for which this council decided to seek legal help to quash opinions have been nicer than I was in this paragraph.
Second, if you think that eliminating a policy for transparency or changing meeting times for council in an effort to make it difficult for others to attend is all you need to do to get your way, you are truly being witless. These people aren’t going away. Threatening them is nothing short of bullying and all you’re doing is bringing a global social media microscope to everything you do. If you thought it was tough to get your way before, welcome to the 21st century.
Third, if you can’t sit down, listen and negotiate, no amount of criminal lawyer assistance will help you. This issue has extended well beyond Witless Bay (I can’t wait to see how you plan to financially punish me from my office here in Toronto for criticizing your actions).
Gather your wits, swallow your pride, listen carefully and talk prudently, and represent your constituents effectively.
And be thankful you don’t live in a place called Transparency Bay.
How many of us have attended meetings in which someone in the management group says, “I really hope reporters don’t get ahold of this”? If such a comment is ever made at a meeting, the organization should never be ambushed. It needs no other warning because it has, quite frankly, warned itself.
Realistically, any organization has 20 to 30 minutes to get its ducks in a row before facing journalists, even if a CNN news team is waiting at reception. I sat as a member of IABC’s international accreditation committee for 12 years. As part of the examination process, candidates were removed one at a time from the four-hour written exam, taken to a separate room and given a disaster of the day that always had a media relations component.
In every one of these cases, whether an e-coli outbreak or an environmental spill, candidates knew they had at least 30 minutes to prepare themselves and their spokespeople after the television news crew arrived. They needed to ensure the news crew wasn’t wandering the halls, but then could take some time to prepare themselves and/or their spokespeople.
Of course, if the organization is trying to hide from journalists and the outside world because its actions are indefensible, there is no need for media training in the first place. No amount of ambushing during training will persuade them to take responsibility for their actions or change their decision-making to make their actions more defensible in the future.
If you speak to people who have been ambushed in media training (and I have) and ask them about the experience, you’ll find that this tactic does not build confidence. More often than not, it has exactly the reverse effect. It has a negative impact on the person ambushed, and a similar impact on others in the training session. It works against the creation of a relatively safe environment that many adult educators believe is conducive to effective learning.
Research clearly shows that “adults learn best in an environment in which they feel safe and supported.” The use of ambush interviews creates neither a safe nor a supported learning environment.
During media training, it is often important to impress upon executives that speaking to journalists is not like speaking to anyone else. As famous Canadian journalist Allan Fotheringham once put it: “The only friend a journalist has is another journalist.” I believe there are better ways to demonstrate the dangers and pitfalls of being a spokesperson without belittling or potentially humiliating training participants.
Spokespeople need to be confident if they’re going to effectively represent (and subsequently protect) themselves and their organizations. Every aspect of training should be focused on demonstrating the potential challenges of dealing with journalists, while constantly building spokesperson confidence.
I believe ambush interviews build fear, not confidence. And that’s why I don’t use them in the media training program I offer, At Ease With the Media.
When the minimum wage in the province of Ontario increased by approximately 21 per cent to $14.00 per hour on January 1, two franchisees in Cobourg, Ontario (about an hour east of Toronto), sent a letter to employees stating that benefits would be scaled back to offset the cost.
Other franchisees followed suit, cutting back on everything from medical insurance to paid breaks and a free drink at the end of a shift. While we could argue that some of these seem petty, there is an economic reality here of which we shouldn’t lose sight.
The increase in minimum wage will hurt franchisees, costing approximately a quarter million dollars per location. This is money that comes directly out of owners’ pockets. And it will hurt. Their profitability has been declining. About a year ago, they formed a franchisee association to bring this fact to the attention of the owner of the Tim Hortons brand, Restaurant Brands International (RBI)—months before anyone in Ontario even heard of a $14.00 minimum wage.
For managing their businesses to adjust to labour costs that could rise from 30 per cent to 43 per cent of franchise costs, franchisees have been labelled “bullies” for picking on workers by Ontario’s premier Kathleen Wynne and “rogue(s)” for messing with the Tim Hortons brand by RBI.
Quite the tempest. And nary a teapot to be found!
Advising the Franchisees
With an issue like this (which is not yet a crisis), if I were advising the franchisees, I would encourage them to not back down. I would strongly urge them to not stoop to the name-calling tactics of the premier and brand owner—to instead tell the honest story of how this impacts their stores, their families and their communities. I would also suggest that they consider focusing on the profitability of the Tim Hortons brand owner as a lever to get the corporation's attention.
The objective of any media relations activity would be to motivate the premier to acknowledge that franchisees are hard-working, tax-paying contributors to Ontario society and the communities in which they operate—ideally she should apologize for calling franchisees bullies—and to entice RBI to work with franchisees to find some middle ground while subtly reminding the brand owner that the minimum wage will soon rise elsewhere across the country.
This can only be done with a balanced, logical response—not by stooping to the name-calling tactics of the other players in this drama.
Advising the Brand Owner
If I were advising Restaurant Brands International, Inc., I would encourage them to sit at the table and listen—really listen—to what franchisees are saying. There are many hints that franchisees believe the brand owner is not listening— the formation of a franchisee association and an article in The Globe and Mail last September that highlights declining profitability.
As I’ve pointed out to clients for nearly 30 years, the phrase “you’re not listening” is either one or two things, and it’s their choice which. “You’re not listening” is always an early warning sign in issues management. If the warning isn’t heeded, “you’re not listening” can become the kiss of death in a crisis.
How likely is RBI to truly listen? Not likely, I’m afraid. A recent study showed that the very best organizations at listening devote less than one-third of their resources to listening—i.e. they talk twice as much as the listen.
For RBI’s sake, I hope they’re different. Right now, failing to listen may be the biggest threat to the Tim Hortons brand. (And make no mistake, other franchisees are watching.)
Advising the Government
If I were advising Kathleen Wynne, I would first urge her to quit being a bully by calling franchisees bullies. (If you’re interested in more about bullies, look me up on Facebook and read my post there.) And I would point out that she may have missed a glorious opportunity to come out of this smelling like a rose.
A quick search would have revealed that franchisees feel they’re being squeezed. Instead of calling them names to champion the downtrodden, she could have advocated on behalf of franchisees—perhaps not a bad thing to do during an election year.
She could have said that she knows they’re under pressure. But she could also could have used her spotlight to publicly encourage Restaurant Brands International to meet with franchisees and work out a solution beneficial to all. After all, as the company has publicly said: “Owner profitability is the backbone of our system.”
A media-savvy premier would encourage them to put their profits where their policy appears to be.