Spokesperson Coaching Tip #12: Eliminate BTCs*

What?  You don’t know what a BTC is?  Surely that must mean that I am smarter, more in-the-know, cutting edge,   than you, mustn’t it?  Er…well…actually, I made it up.  You see, I’ve somehow worked in or with acronym-loving industries for most of my career, including telecommunications and technology.  So in order to hammer home my point that acronyms and insider jargon are Barriers to Communication*, I made up my own and began to interrupt the alphabet- speakers with, “I’m sorry, but that’s a BTC.”  Or in meetings, I’d hold up a BTC little sign.  Since, of course, my acronym had no meaning to anyone but me, the speaker wouldn’t have a clue what I was talking about.  It was really fun watching them puzzle about it, sometimes try to fake it, and finally ask what a BTC is.  And it was the most effective way to get them to understand what they were doing to their audiences. 

I was reminded of this reading a BBC News Online article today, “Geekspeak Still Baffles Web Users,” about a Nielsen/NetRatings survey of internet users which showed that even net-savvy people don’t know what most of terms mean.  According to the article, while 40% of online Britons receive news feeds, 67% did not know the feeds are called Really Simple Syndication.  So who is stupid here, the public who don’t understand blog-speak (who presumably the whole blogging world is hoping to attract, sell to or otherwise communicate with), or the tech-heads who, like an American in a foreign country, keep speaking their own language, just more loudly, and expect to be understood?

So if you’re working with a spokesperson in a jargon-rich industry, how can you help them be more effective?

1. Use the BTC lesson, and keep using it until it sinks in.  Like eliminating verbal crutches, one of the best ways to do this is point out every use.  In Toastmasters meetings, they use a light and buzzer to help speakers eliminate “uhms” and “ers.”  In coaching sessions, rehearsal and internal meetings, you can use a sign, flag, light, buzzer, or even just visibly keep a running total.  The point is not to embarrass the speaker, but to help them become aware of just how often they are using insider language.  Watching a videotape of themselves and pointing out every instance can also be effective.
2. Never assume the journalist understands all the acronymns.  They often won’t admit they don’t know, and will plan to look it up or ask someone later.  It’s the spokesperson’s responsibility to make what they’re saying understandable to both the journalist and the audience.  By the way, it is NOT acceptable to speak in BTCs just because you’ve published a glossary of terms (this is the height of arrogance).
3. A good spokesperson will develop the habit of stopping themselves to explain each acronym or insider term as soon as they’ve used it. 
4. An excellent spokesperson will do the reverse, they’ll speak in the language of their audience, and when necessary then add the acronym or jargon, almost as if it were in parentheses.  In this way, the listener or reader connects first with the concept, then hears the label, which they may or may not even need to know. 

Spokesperson Coaching Tip #11: Waking up the telephone interview

In one of my recent spokesperson coaching training sessions, for the staff of a top London PR agency, someone asked, “How can you help your spokesperson make that personal connection when the interview is over the phone, not in person?”  It’s a great question, because we know from our researched key spokesperson skills for success that a number of the most important factors are interpersonal in nature.  When the interaction takes place over the phone, the dynamic can be completely different.  Here are some tips for helping your spokesperson bridge the telephone gap:

1. Stand up for it.  The natural tendency during a telephone interview is to be a little too relaxed, possibly slumping back in the chair, talking into the air in the direction of a speaker phone.  This can result in a lower level of energy, and a quieter, flatter voice, which may come across as bored or boring.  A very easy fix is to do phone interviews while standing. 
2. Look in the mirror.  When we are face-to-face with someone, our facial expressions and body language play a big part in the interaction.  When we are speaking into the ether, we tend to use fewer gestures and smile less, which may come across as stilted.  Looking at yourself while you talk can help. 
3. No cheating.  It’s tempting, without the journalist in the room, to use the opportunity of the phone interview to work from notes.  But very few people have the ability to sound completely natural when they are reading, and it’ll come across as false.  Don’t be tempted to have scripts or written ”key messages” in sight.  One- or two-word reminders are ok, but nothing resembling full sentences.
4. Take time for pleasantries.  Because phone interviews are often reactive, squeezed into the day to meet a journalist’s deadline or fit an executive’s schedule, it’s easy to overlook the need to make that personal connection and jump right into answering questions.  Just as in a face-to-face interview, remind your spokesperson to take time up front for rapport-building conversation. 
5. Don’t multi-task.  This one should go without saying, but I keep seeing spokespeople do phone interviews while sitting at their desk with one eye on their email.  A phone interview is no less important (and no less dangerous for a sloppy spokesperson) than an in-person interview.  Eliminate distractions and make sure your spokesperson is giving the journalist their full attention.

Spokesperson Coaching Tip #10: Lost in the translation

Working with a spokesperson who must give interviews in a language that is not their native language presents a whole new set of challenges.  Even the most fluent may have difficulties in a media interaction, not only with words, but cultural differences, which may include cultural differences in media style.  If we examine all the key spokesperson skills essential to a successful interview, it’s clear that there’s much more to it than simple language skills.  So how can you coach to bridge the language and cultural gaps?

1.  Do spokesperson assessment in both languages.  If you’ve observed weaknesses in interviews conducted in English, you need to know if those weaknesses are present when conducted in their native language, as well.  This will tell you whether or not the problems have anything to do with language or culture.  It’s important, too, that those doing the assessment have familiarity with not only the language, but also the cultural differences.

2.  Localize media training and coaching.  If your spokesperson was media-trained in their native language/culture, but is working in a second language, they should go through basic media training again.  The “rules of engagement” vary from country to country.  A spokesperson who is a master in dealing with Japanese media may be unprepared for the more confrontational style of the UK or US.  By the same token, an American giving an interview in many countries in Europe, although generally able to stick to English, may very well turn off the journalist due to their informality, or over-enthusiasm.

3.  Discuss various techniques for dealing with cultural/style differences.  Just as it’s not necessary (or even desireable) to obliterate an accent, it’s not necessary to erase their personal or cultural style, but it is important that they understand those aspects that may get in the way, and know how to overcome that.  Set aside coaching sessions to specifically address those differences and talk about possible techniques for bridging them.  In some cases, it may mean moderating an instinctive behavior.  For example, I once worked with a German spokesperson who had a tendency to become quite defensive and authoritative when faced with a challenging question, losing the ease and charm he’d demonstrated moments before.  So we worked to minimize that reaction.  In other cases, it may be enough to acknowledge the style difference in a self-deprecating way, which allows the interviewer to have empathy and help bridge the gap.  As an American transplant to the UK, I use this technique.  Knowing that many Europeans view Americans as pushy and overzealous, I sometimes point out when something I’ve just said is coming from “the obnoxious American in me.” It allows us both to laugh at the stereotype and acknowledge our differences. 

4.  Turn being “foreign” into a strength.  Different can be good.  It’s certainly more memorable.  So rather than trying to turn your spokesperson into a clone of all the others your journalists see every day, why not highlight the differences?  For example, for a French-born spokesperson working in England, arrange interviews over a meal in a French restaurant, a setting that will put him at ease and allow his natural charm to come through. 

Do you have experiences of working across language and cultural barriers in spokesperson coaching or media relations?  Or have specific problems you’d like to discuss?  I’d love to get your feedback, either here or via e-mail.

Keeping up with the blogs…

What with one thing and another, I’ve been having trouble keeping up with my blogging for the past several weeks.  It’s not that I’ve stopped posting altogether, it’s that in my enthusiasm I’ve spread myself a little thin.  In addition to this blog, I’m a “guest barista” (one of several regular writers) on the IABC Cafe, and I’ve also got a couple of personal blogs.   Then there are the demands of my work, and recent travel and speaking gigs.  The upshot is that I’ve been remiss here.  My apologies to the handful of readers I’d managed to build up, and I hope you’re still out there. 

On the subject of blogs and blogging, my post yesterday on the IABC Cafe  about questionable statistics and hype will surely bring down the wrath of the blogging “evangelists” (though I can’t take anyone who calls themselves that seriously).  To continue the religious theme, it’s not that I’m not a believer (though maybe based on my recent performance I’m a bit of a backslider).  But I think we need more reality checks to counter-balance the fanatics, many of whom are clearly hoping to gain financially by being seen as the gurus of social media, who, like powerful religious leaders, have the ability to mobilize the masses.  Besides, at the rate that social media is developing, the rules and the leaders will keep changing.  That’s already evident in all the whining and footstamping over Bitacle “ripping off” blog content.  It’s the first big sign that the early adopters are losing control of the phenomenon.  I don’t think it will be the last. 

Anyway, my next post will get back to the topic of spokesperson coaching, and I’ll try to be better about keeping up with regular posts here.  I’d also like to hear more from those who are reading about your own experiences relating to media training, spokesperson skills or coaching. 

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.

Spokesperson Coaching Tip #9: Forget processes and templates, think!

Somewhere along the line, while we weren’t paying attention, the process people took over the corporate world.  And ruined it. 

I’m sure that process has it’s place, in manufacturing and operations, where it’s important for things to be done a certain way no matter who is doing it, where uniformity is a virtue and creativity or initiative is a threat.  And I understand that having some sort of order and organization is a good thing.  But when it comes to communication, I’m seeing a growing over-reliance on process, which I believe has the potential to dumb down the profession, and relegate communicators to tactician roles.

Spokesperson briefing documents are a good example.  In many companies and agencies I’ve seen, they’ve taken on a life of their own.  Preparing an executive for a media tour has become an exercise in producing slick, thick briefing books, most of which will never be read.  My research indicates that only about one out of ten spokespeople find briefing documents the best way to prepare for interviews.  Whether it’s in-house staff or agency time going into it, it’s a lot of expense for a one-in-ten return.  Meanwhile, most of the PR people I speak with report they don’t feel that their role is valued enough by senior management.  Maybe that’s because they’re not actually providing value — at least not providing anything that couldn’t be done by any other employee or agency just following a process or filling in a template. 

The real value we can provide is in the counsel we give.  It’s in our knowledge and insights and opinions.  It’s in our contribution to strategic decisions, our ability to help executives consider the various audiences they need to pay attention to.  In spokesperson preparation, it’s in knowing the spokesperson’s strengths and weaknesses, what kind of preparation works best for them, providing advice in advance and frank assessment afterwards so that they continue to improve. 

Instead of spending hours writing, editing and getting approvals on the briefing doc, try spending 15 minutes face to face with your spokesperson.  Build a dependency on you, not the generic tools that any junior PR person could provide. 

When both transportation and communication grind to a halt…

I’m back from my 10-day trip to Hawaii, and almost over the jetlag (but still waking up in the middle of the night).  It was a wonderful trip, despite almost being cancelled due to poor communication.  You see, I was scheduled to fly out of London Heathrow airport on Thursday, 10th August, the morning that the authorities exposed a terror plot to blow up planes.  I learned of this by watching the morning news minutes before I was due to leave for the airport.  At that point, the news included no information of whether flights were being cancelled, only the instruction that carry-on bags would not be allowed.  There was no information on the airline website, no updates via text message to my mobile.  So I set off for the airport, listening to the radio for news all the way there. 

Arriving at the airport, we saw no planes taking off or landing — not a good sign.  Traffic was heavy getting into the airport, but at the Departures drop-off place, it seemed to be business as usual.  So my husband dropped me off and I went inside, heading for the fast-bag drop as usual, since I had checked in online.  Inside, it was chaos.  No lines, just thousands of people cramming towards unmanned desks.  No official information, just rumors sweeping through the crowds.  Finally, one announcement came over the loud speakers, rattling off about 20 flights that were cancelled (not mine), but no information about whether any flights would go.  Then a ripple through the crowd that someone had told someone that all flights before 2pm were being cancelled.  Some people around me took that as official and left.  I decided I wanted to hear it directly from a British Airways employee, so pushed my way through the throng to find one.  As I neared the desk, I heard the harried staffer telling people all the morning flights were cancelled.  But again, I needed to ask the question myself.  Finally, I asked specifically about the flight to Los Angeles.  And the answer changed.  She told me I needed to go to the next hall to check in.  Arriving at that hall, also crammed with people, it was still unclear where to go.  No one standing in queue knew if they were in the right line, everyone seemed to be blindly following, waiting for information.  There were no signs, no staff, no announcements.  Not willing to stand in the wrong line for hours, I pushed my way forward until I finally found an airline employee to ask, and he ushered me into a different line, saying my flight was going on time, and only those who could get through check-in in the next 15 minutes would make it. 

Others around me apparently hadn’t heard the news about no carry-ons, and were frantically trying to fit things in suitcases.  The airline was handing out those cheap plastic plaid zippered bags you usually see on market stalls for £1, for people to put carry-on items inside to be checked.  (Unfortunately, they all look alike, and in the rush they weren’t all labeled, so the scene later at baggage claim was pretty bad, as each bag had to be opened to determine whose it was.)

I made it through in the 15 minutes, still assured by the check-in staff that the flight was going on time.  But once into the departures lounge, there was no gate listed for the flight, so it was clear that we’d received bad information.  We did eventually take off, about five hours later than scheduled, but still happy to be one of the few flights out.  I knew that I wouldn’t make my connecting flight from LA to Hawaii, but calculated that I’d have plenty of time to catch a later flight.  I was scheduled to speak at 11:30 the next morning, so it was important that I get there.  We arrived in LA just before 5pm, so it seemed sure I’d be able to clear baggage claim and immigration with time to spare to catch the 8-something flight.  But three hours later, we were still in baggage claim waiting for bags or information, neither of which seemed available.  No announcements, no apologies, no offers of assistance.  When the bags finally arrived, I’d missed the last flight to Honolulu, and I was on my own to figure out what to do.  After going to the main ticket desk and waiting in line for 45 minutes, I re-booked for the next morning and found a hotel near the airport.  I was instructed to arrive at least 3 hours early for my 8am flight, since they expected more delays. 

At 4:45am, the lines were already incredibly long, snaking out the front doors.  Here, though, at least there were staff working the crowds, shouting instructions, making sure people were in the right line.  So aside from long waits, it actually ran pretty smoothly and we took off on schedule.  I made it to the hotel where the IABC Hawaii event was being held in time for lunch, and they’d juggled the schedule so my bit was at the end.  So it all worked out in the end. 

Having had so much time to reflect, I gave a lot of thought to the huge breakdowns in communication, many of which should have been planned for as part of a crisis plan.  While the airlines complain about the imposed new security measures, they are the ones with responsibility for communicating with passengers, and they failed miserably.  Surely terrorist actions and increases in security are among the possible scenarios they’ve planned for.  So why didn’t they have a communication plan ready?  Why were staff nowhere to be found in the check-in area?  Why didn’t they seem to be communicating even with their own people?  And is anyone now working to fix these things for the future? 

I hope so, my next flight is three weeks away.

Aloha!

Like much of the rest of the UK, I’m off on holiday for the next couple of weeks.  Actually, I’m combining business with pleasure, since I’m going to Hawaii for official IABC business.  This year I’m serving on the Executive Committee of the IABC International Executive Board, and the EC is meeting in Honolulu this coming Saturday.  We’re all also speaking at the 2006 Megacomm conference presented by IABC Hawaii, so will have the opportunity to meet local IABC members.  Since my travel time is more than 20 hours each way, and because I’ve never been to Hawaii before, I’ve decided to take some time off while I’m there to see more of it.  And other than possibly popping in to an internet cafe here and there, I’m going to be offline for the next 10 days, so no posts for awhile.  Off now to pack!

What’s your Spokesperson Competency Level?

Because my company, SpokesComm, is not only new, but also doing something completely new, I’m spending a lot of time these days explaining the concept of spokesperson assessment, and the process by which we measure spokesperson competency.  Since every PR person has worked with incompetent spokespeople, there’s no need to explain the need for helping spokespeople develop their skills.  Media training has been around for more than 25 years, and if you’re lucky enough to be working only with spokespeople who are just beginning their roles, they’re probably open to training, coaching and ongoing development.  Unfortunately, the reality is most of us are working with multiple spokespeople, many of whom have been doing it for many years, with minimal training (my research indicates the average is 4 hours, more than 10 years ago), performing at or below a basic competency level.  But what do I mean by basic competency, and is that good enough for, say, your CEO or CFO?

SpokesComm’s method of spokesperson assessment is based on a 7-point scale.  By means of a real media interview conducted by a freelance journalist, we analyze 12 key skill areas that are crucial to spokesperson success, with both the journalist and a PR assessor independently scoring the interview.  The result is both a detailed report of strengths and weaknesses across all these skills, and an overall numeric score that indicates Spokesperson Competency Level (SCL).  Here’s a summary of what each level on this 7-point scale means:

An SCL of 1 would indicate that the person should not be considered for use as a spokesperson, and is almost certainly not trainable.  Although I’ve assessed spokespeople that scored 1s on one or more skill areas, I have not yet assessed anyone with an overall SCL this low, though I’ve certainly seen some examples in the media that I think would.

A spokesperson with an SCL of 2 should not be speaking with the media, but could be put through media training and reassessed.  Close attention should be paid to their scoring in the individual skill areas, which would give a better indication of whether or not the weaknesses are fatal. 

SCLs of 3 are very common among mid-level spokespeople who either haven’t been media-trained or were inadequately trained and haven’t had further development.  A spokesperson scoring at this level should not be utilized as a primary spokesperson, but could be teamed with a stronger spokesperson for print interviews (a common practise for subject matter expert (SME) spokespeople) while providing further development.  Additional formal training is recommended, and depending on skill area scores, they may need training to develop their interpersonal communication skills.  For all interviews, they should receive strong support for messaging, advance preparation and rehearsals, and full debriefing and coaching after the interview.  We generally recommend reassessment in three to six months, and have seen marked improvements in a very short time.

An SCL of 4 indicates competency as a primary spokesperson for trade, local and 2nd-tier media.  Depending on the spokesperson’s role in the company, this may be adequate.  Strong guidance for messaging and advance rehearsals should be provided, and feedback and coaching should be provided after every interview.  Consider additional formal media training annually to maintain skills, and require advanced training for senior or key executives scoring at this level.

A level of 5 indicates a strong spokesperson able to handle most non-crisis media situations.  They should receive continued development and coaching, including feedback after every interview, in order to continue to strengthen their skills.  Consider advanced training before placing in high-risk or broadcast media situations.

Level 6 is our recommended minimum score for crisis, financial and other high-risk spokesperson roles.  This level indicates very strong skills, suitable for use with key national and international media, including live broadcast.  Provide ongoing feedback to maintain this level.

Not surprisingly, an SCL of 7 indicates a highly skilled and disciplined media spokesperson with outstanding interpersonal skills and charisma.  But this spokesperson should still receive ongoing feedback to maintain their skills, and will need to guard against seeming too slick or arrogant.  This level is rare, even among very prominent CEOs.  Having been lucky enough to work with a couple of 7s over the years, I also know that even the best are not that good for every interview, and that their success generally depends on their energy level, which flags toward the end of a full day of interviews.  So it’s crucial that their PR person knows their abilities and limitations.

Even without doing a formal spokesperson assessment, I think it’s valuable to think about where your spokesperson falls on this scale.  It helps to determine which spokesperson to use for each media opportunity and what you can do to support them, whether it’s formal media training, coaching, or more structured preparation. 

Spokesperson Coaching Tip #8: Passionate, not perfect

Which came first?  The empty key message or the boring spokesperson? 

Maybe PR people started scripting spokespeople because they didn’t have anything intelligent or interesting to say.  Or could it be that in trying to give them messages to deliver (and giving them a woefully inadequate amount of media training and ongoing development support), we’ve made our spokespeople too nervous to be themselves, to let their own personalities shine through, to communicate with passion and enthusiasm?  Possibly a bit of both.  Doesn’t really matter, the result is that we’ve got far too many wooden spokespeople, delivering over-crafted messages, boring the pants off journalists, and producing mediocre media results for the companies they’re representing. 

How can we, as spokesperson coaches, turn that around?  Let’s start by thinking about what makes someone interesting. It’s usually the quirks, the things that make them different, the glimpse into how their mind works or the things they’re passionate about.  So to coax that out, you have to get to know your spokesperson, get them talking, find the spark.  If it’s there (and it generally is, though sometimes deeply buried), the trick is helping them feel comfortable letting it come through in an interview.  This is one time when a mock interview can be useful, with another member of your team conducting the interview. 

For this exercise, provide only very high-level objectives for the interview, not key messages, and include an emotional element.  For example, for a telecom industry spokesperson the objective might be: to interest the journalist in the next wave of innovations coming to mobile phones and what they’ll mean to the average person, and share your own passion about the convergence of mobiles and blogging. 

Prior to the interview, discuss with your spokesperson how they think they might do that.  Rather than giving them words, ask them questions that will help them find their own.  What examples will they use?  What stories could they tell?  Can they relate it to their own life, to one of their other interests?  What’s the most exciting thing to them about this subject?  Get them thinking and talking to you, draw them out, and provide positive feedback when they get it right.  Then let them practise this new style in the mock interview.  Afterwards, provide feedback and discuss how it felt for them, whether they might be able to incorporate any of that into a real media interview.  Even if you choose to use a more structured prep style for real interviews, you can continue to discuss this emotional element and provide ongoing feedback and coaching to help your spokesperson add interest and passion to their media interactions.