24 Oct An executives’ guide to mastering media interviews
One poorly handled media interview can unravel years of reputation building in a matter of minutes, In the modern world where a single statement can be dissected and goes viral even before the executive leaves the interview. Yet many executives approach media interviews as formalities.
A single media interview can shape public opinion and perceptions and define an executive’s personal brand for years to come. Whether during a crisis situation to a friendly media interview or story, stepping before a microphone or cameras without adequate planning risks an organization’s entire reputation.
Media skills are no longer only ticking a box in leadership school or a nice to have skills but a key part of executive and managers competence and overall communication strategy. An executive who commands interviews has that one edge over those who stumble through interviews, that is preparation, practice and understanding key principles of media engagement.
Understanding the Media Landscape
Today’s media is driven by speed, a newsworthy statement made in the morning can be shared and analyzed in a matter of minutes, this is an important characteristic of media that executives must appreciate before diving into interview techniques. Journalists work under pressure with deadlines to beat, covering many stories simultaneously which means they need intentional, clear quotes and soundbites that serve their narratives.
In this era, executives have to deal with diverse interview formats, from live and recorded TV, podcast conversations, print interviews, virtual video calls, and even impromptu questions at conferences and at the corridors. These formats may require their own unique skills and approaches, but the main principles remain the same.
Crafting Your Core Messages
Before getting into any or accepting a media interview, there should be a clear message, the best approach is for an executive to identify at least three key messages they want to communicate regardless of the questions they may be asked. The messages should be clear, memorable, aligned with the organization’s goals and delivered in the simplest language possible.
The best and effective messages are concise, about one to two sentences supported by facts, anecdotes or data. These should answer the question “why should the audience care?” A good tip for executives here is not just responding to questions but in a way use questions asked to deliver or weave their messages strategically within their responses.
Avoid reactive responses to questions for strategic responses. For instance, when asked about media reports on the losses made by the company a better response for an executive is acknowledging the report, concern, provide context and pivot messages about recovery strategies and future growth opportunities. Being reactive in this instance may come off as being defensive which is a negative effect.
The Art of Bridging
To put it out there, bridging technique is not dodging questions, it is about steering unproductive or unhelpful questions or conversations towards a productive territory while remaining authentic, this should come off natural and conversational and not scripted. This being a key part of media training essentials allows executives to acknowledge a question, then transition to their key messages, in this sense you are shaping the overall interview outcome in your favour. Common phrases include “Let me put this in perspective….”
Body Language, Appearance, Voice Modulation and Presence
Mastering non-verbal cues is an integral part of communication, it often matters more than what we say. Executives must master this aspect of communication, from maintaining eye contact with the interviewer, using open body posture, appropriate gestures to most of all projecting confidence.
The different media available have their own unique way of presentation and energy levels, as an executive, one needs to be aware of how this works, this will enable them to prepare from their dressing (appearance) to how they present their messages, voice modulation, strategic pauses, facial expression, monotone delivery makes audiences lose their attention.
Handling Difficult Questions
It may be good in political circles to say ‘no comment’ when pressed by a journalist to address an issue, but for executives this has negative connotations because you are considered an authority in your area of expertise, one can be deemed evasive, uninformed and guilty. The best approach to this is to provide an explanation as to why the issue cannot be addressed at the time and when sure, advice that a press release with details will be sent to help clarify the subject of concern. ‘No comment’ especially when there is a crisis can also further escalate the crisis situation making it tough to handle it.
When responding to a sensitive question or hostile question, as an executive you must think beyond a simple deflection. In an instance where you are confronted with an off-topic question you should politely but firmly redirect for instance, “That, I cannot discuss today, I can tell you this…”
Avoid Insensitivity
Sometimes in July 2024 following the Finance Bill protests, the Kenyan president was asked about the incident where a 12-year-old boy was killed by police after being shot multiple times. His response was a chilling question “That boy, he’s alive right?” This response sparked fury across the nation further damaging his image at a critical time the state was dealing with the protests crisis.
As an executive, you may be faced with an unexpected question from the host or during a TV, Podcast or radio interview where call-in questions from viewers or listeners form part of the program’s format. In this case, a viewer may put across a question that you had not prepared for. In some cases, your response based on the tone of the question or lack of sufficient information on the issue may come off as insensitive even when that wasn’t your intention. Such moments can escalate into a full-blown crisis, try as much as you can to remain sensitive. To navigate this, always take a pause before responding, acknowledge what you don’t know and most of all, show empathy and avoid dismissive language.
Crisis Considerations
Crisis situations call for additional preparation, because it involves different departments working together therefore an executive must balance advice from the various departments involved, transparency and strategic constraints.
The messaging in this case needs to reflect empathy, accountability, trust and action.
Practice, Practice, Practice
Before getting to a media interview, practice as many times as you can, you can ask your communications team to set up and record mock interviews for you to watch and offer unfiltered, genuine feedback to you. This will be a good opportunity for you to identify nervous habits, verbal tics and any awkward situations that may work against you.
The mock interviews should be in various forms from friendly interviews, aggressive questioning, interruptions, and technical difficulties. This will help you appreciate the pressure that comes with the different interview formats, how to manage hosts and the media.
Keep Learning
For corporations that have active communications departments, executives should work with the department to develop general and specific refresher trainings on handling media interviews for executives to align with the changing media landscape.
Media trainings help turn executives into confident communicators who understand and can effectively use media opportunities as platforms for strategic messaging rather than a threat to their organization’s reputation.