Spokesperson Coaching Tip #7: Let’s be honest

For the purposes of this discussion, we’re going to assume that all the spokespeople we work have every intent to be honest and ethical in their media interactions, because if that’s not the case, you have bigger problems on your hands than coaching.  But what I’ve found in conducting spokesperson assessments is that it’s quite possible to be honest, but not seem honest.  In the assessments that SpokesComm provides, following a 40-minute interview both the journalist conducting the interview and a PR assessor rate the spokesperson on a number of key areas, including “seems open and honest.”.  The journalist is also asked, “Based on this interview, how likely would you be to: 1)write a feature article about the company, 2)quote this spokesperson in an article on the topic, or 3)cultivate an ongoing relationship in order to utilize this spokesperson as a resource in the future?  Interestingly, I’ve found that there’s a direct correlation between the “seems open and honest” score and the journalist’s interest in an ongoing relationship.  Unfailingly, spokespeople who score a 5 or above (on a 1-7 scale) on the former get a “definitely” on the latter.  Perhaps surprisingly, fewer than half of spokespeople assessed by SpokesComm so far have achieved that score.

So again, assuming all those assessed are in fact honest, what is keeping them from scoring higher, and can we help them improve with coaching?  I think it generally comes down to one thing: fear.

It may be fear of messing up, saying the wrong thing, or being asked a question they don’t know the answer to.  It can also be the result of a bad (though sadly common) media-training practice of portraying journalists as the enemy.  Fear can result in the spokesperson becoming very guarded and stiff, which is generally perceived as less than fully open and honest.  Here are some things you can do to help:

Watch the replay.  There’s nothing like seeing yourself on video to make you more aware of what you’re projecting.  Videotape an interview.  We do this as part of our spokesperson assessment, but you could just ask permission from a journalist you have a good relationship with to tape their next interview with your spokesperson.  Don’t try to use someone internal to do a mock interview — the result will be mock as well, because you can’t artificially create the fear that is the basis of the problem you’re trying to analyse.  Ideally, the interview should last a least 30 minutes to give you a valid reading.  Watch the replay several times on your own, first with no audio, observing body language for changes.  Does your spokesperson start off relaxed, then tense up when faced with a difficult question?  Or begin cold and warm up over the course of the interview? Once you’re very familiar with it, watch it with your spokesperson, stopping it to discuss things as you go.

Throw away verbal crutches.  Verbal crutches are words or phrases we overuse, either from habit or nerves.  The problem with them is that by the third or fourth use, they create a sense of falseness.  Empty “key messages” can fall into this category, too.  Watch especially for use of “frankly,” “quite honestly,” “to be perfectly honest,” “to tell you the truth,” etc.  These send exactly the opposite message.  Other common spokesperson crutches are “at the end of the day” and “bottom line.”  Watch for overuse of superlatives, as well (especially a problem for Americans).  It means that too much marketing-speak is creeping in.

Lose the Q&A doc.  If part of your spokesperson prep is a Q&A doc, make it clear that it’s provided just to give them an idea of questions that might arise, not to become a script.  Once they’ve read it, it should be discarded.  I prefer providing only the questions, and discussing the answers.  The more that the spokesperson speaks in his or her own words, the more authentic the messages will be perceived.

Get comfortable with “I don’t know.”  I recently worked with a German executive who had recently moved into a new role the UK.  His style was relaxed and friendly, until faced with a question he didn’t know the answer to.  Then his body language became defensive and he tried to bluff, saying that the information was confidential.  There will certainly be times when a spokesperson can’t share information, either for competitive or selective disclosure reasons, and you can work with them to practise ways to handle those no-comment situations.  But they also need help with “I don’t know.”  Roleplay with them so they have a variety of responses, like:”I don’t have those figures off the top of my head, but I can get them for you;” or “I’m not the best person to explain that, but we can connect you with our chief techology officer.” 

Loosen up.  Finally, like all of us, journalists respond better to people they can identify with.  All the rapport-building we’ve talked about before will help both spokesperson and journalist relax and get to know each other.  Help your spokesperson find the things they may have in common.  If possible and appropriate, they may want to forego the jacket and tie.  And opting for a venue that doesn’t involve a desk or conference table can help.