Spokesperson Coaching Tip #17: What’s the answer?

I once spent more than 24 hours — without sleep — drafting a Q&A document in preparation for a merger announcement. In fact, with more than 20 merger notches on my keyboard, I’m something of an expert at Q&As. I’ve carefully crafted perfectly worded answers to every possible friendly and hostile question my spokespeople might encounter. I’ve rehearsed them, drilled them, made them into actors performing lines. And now, after spending the past 18 months carefully studying spokespeople, I believe that such overscripting can actually detract from the effectiveness of the spokesperson.

Why? My theory is that when most people deliver words that are not their own, there is a perceptible difference in the way they deliver them. Based on my own experience working with spokespeople, it seems that scripted “key messages” and reliance on written Q&A documents for interview preparation tend to have a negative impact on credibility, as rated by both journalists and PR assessors on Spokesperson Assessments. Although I haven’t conducted any scientific research with broader audiences, the results I’ve seen lead me to believe that most spokespeople will be perceived as more open and honest when speaking in their own voice and style, rather than delivering scripted messages.

Every time I say this in a presentation, I get a barrage of “buts.” But we’re a public company. But it’s sensitive legal information so we have to sure of how it’s worded. But we have to be sure every spokesperson is saying the same thing. But our legal department insists…. I know, and I’m not saying it’s always possible to lose the Q&A doc. But where it is possible, and where credibility is key, I believe it’s preferable to work with the spokesperson to develop their own answers within a framework, rather than providing written answers. So here are a couple of ways to do that:

Keep the Q, Lose the A: Prepare your list of all likely questions, and provide it to your spokesperson in advance to allow them to think through what they believe the answers would be, then discuss them and make adjustments together. If needed for rehearsal or for releasing written statements later, transcribe the agreed upon answers. It’s ok for the coach to provide input, to wordsmith, suggest phrases. The point is that by doing it through discussion, rather than a written script, the spokesperson internalises the ideas, the words become their own.

Bullets, Not Prose: When providing key messages in writing, don’t script the words. Boil it down to a concept, a bullet-point, seven words or less, without punctuation (I know, this is agony for a writer!). Then discuss with your spokesperson ways they might be able to convey those concepts, with examples, stories, facts, etc.

Finally, I’ll close with an answer for the Legal department that insists on written Q&A: Written Q&A doesn’t guarantee anything, unless you take the live spokespeople out of the equation and simply issue them as written statements. SpokesComm research indicates that only one out of ten spokespeople is best prepared for an interview through written briefing documents. Many don’t bother to read them. Others don’t have good enough memories to deliver the scripts. And when it comes to communication, credibility and authenticity matter.

Upcoming presentations by Barbara Gibson, ABC

IABC/Memphis

Sept 12, 2006, 6:30 to 9 p.m.
Hilton Memphis
939 Ridge Lake Blvd., Memphis, Tennessee (USA)

Communicating the Merger:
Strategies for a Successful Corporate Marriage

Few things in the corporate world have the ability to throw more challenges at a communicator than a merger or acquisition. Employee confusion and fear, muddled brand identity, integration issues, operational and cultural conflicts, and a host of other potential pitfalls can impair the success of the merger, and result in lost revenue and weakened reputation. With so much at stake, communicators have the opportunity to play a truly strategic role and make a measurable impact on the company’s success.

Having worked through more than 20 mergers and acquisitions in her professional career, Barbara Gibson, ABC, will share what has worked – and what hasn’t – when planning for and communicating with internal audiences during a merger or acquisition. She’ll share her experiences and observations of what it takes to make a merger successful, and how to prevent the mistakes that lead to failure.

Cost is $20 for IABC members and students and $30 for non-members and guests, which includes hors d’oeuvres and drinks. Registration deadline is September 7.

IABC/San Francisco (USA)

Thursday, Sep. 14, 2006
6:00 PM  - 8:00 PM

King George Hotel
334 Mason Street, San Francisco, CA (USA)

Most professionals know they should network, but many are not sure exactly what it means, what the benefits are, or how to go about it. They join a professional association, attend a meeting or two, but come away without having made any solid networking contacts. Between work, family and other obligations, it’s difficult to find time for networking, anyway. But wait, there’s hope! Plan to join San Francisco IABC on Thursday, September 14, for a great Speed Networking session, which will make the task of connecting with colleagues as simple as A-B-C (or better yet, IABC!). Our guest at this special Chapter event will be Barbara Gibson, a longtime member of IABC who will be in town to attend a meeting of the International Executive Board.

In addition to her duties as founder and president of SpokesComm, a London-based media relations company, Barbara runs a great Speed Networking session. This is how she describes it: ‘With Speed Networking, we provide a structured environment that takes away any awkwardness, and very rapidly gets people talking, getting to know each other, sharing ideas and experiences and resources. The set-up is a room filled with round tables to hold a handful of people, each table assigned a ‘hot topic’ and a facilitator with expertise on that topic.

“Participants choose a table and when a bell rings, the facilitator begins, drawing out quick self-introductions from each participant, then launching in to the topic. With the timer running on a 20-minute deadline, the discussions become intense, rushed and animated. When the bell rings, everyone moves on to a new table, new topic and new mix of participants, but not before several make plans to continue discussions or follow up during breaks, or via phone or e-mail.’

Tickets are $20 for IABC members, $25 for non-members.  Advance booking is required.