Tips of the trade

One of the most basic principles to follow in minimising media risk is to adopt a proactive approach. Companies need a forward-thinking mindset. They need to keep a close eye on trends and issues in their own industries and competitors.

Never become complacent and think that it could never happen to you.

Establish the team well in advance, ensure they are well trained, and that a clear strategy is in place. This may seem obvious - but for some reason, it is rarely the case. This approach needs to start at the top with concise messages communicated right through the various channels,

Being effectively armed to manage media interest involves far more than preparing a few what the industry terms as ‘holding statements’ that ill-prepared staff have been briefed to issue to the press when the dramas begin to unfold.

Reputational management is all about balance, preparation, being open and amenable. Staff members have to be trained and skilled in this approach.  Making it up as the drama unfolds is a sure way to see your shareholders abandon chips, market scandal risking the company’s future, and competitors taking advantage of the opportunity.

Identify the right spokespeople who will be responsible for communicating with the media. This policy should be clearly communicated to all affected staff right down to the secretaries, the receptionists and the switchboard operators.

A common mistake is that companies only appoint one spokesperson to provide media statements. There should definitely be more than one well-briefed senior spokesperson from each business unit, which includes support staff members when senior spokespeople are not available.

Another challenge in the strategies of local companies is that communications are too centralised. Business divisions are not empowered, authorised or trained to take responsibility for their own media liaison.

The group CEO is not always available and does not always have the technical knowledge or expertise on the issue in the spotlight.  If divisional staff have been well trained in media strategy, they should be able to run with the matter and not have to wait for head office to respond.

While there seems to be a trend – albeit a slow-moving one - of blue-chip companies moving to a decentralised media approach, government remains highly centralised and therefore often ineffective in their communications.

In the US and the UK, nine out of 10 executives who interface with the media, undergo intensive media training. In South Africa, there is still a noticeable communication gap in the centralised method in which the government interfaces with the media.

A decentralised approach, if managed appropriately and with risk procedures in place, can work successfully.  The model of one or two very senior executives clinging onto this domain is something that must be strictly relegated to the past.

While it may be impossible for a company to mitigate or neutralise all crises, the best approach is to be accessible and proactive. A company should not be evasive on an issue. The media will soon catch on to any duck-and-dive tactics. Immediately communicate the message, take the corrective steps and, if possible, use a historical and positive track record to demonstrate that this issue is the exception rather than the rule.

The fact is that someone has to speak to the media. Being unavailable, for hours or even days at a time, is simply unforgivable.

Interfacing effectively with the media means following some fundamental basics. Never claim ignorance and never lie. Deceit will eventually be uncovered and the reputational damage from lying to the media will be far worse than the damage resulting from the underlying issue itself. Never make sweeping or unsubstantiated comments.

Once you say something, it’s out there and can’t be taken back.

It stands to reason then that I’m strongly in favour of a strategy of intensive media training for staff in the firing line. You can get two extremes in a company: those officials who are terrified of the media and so come across as push-overs, and those who believe they can easily deal with the crisis and as a result, come across as aggressive, overly confident and condescending. Neither approach works.

A ‘fat-free’ approach to communications is vital to successful communication. Less is more. People should know when to stop communicating.

Investment in credible Media Training ensures that your communication teams and spokespeople are prepared and comfortable enough to make their words count and effectively manage media engagement.

Spokespeople are a brand extension of the company. How they present themselves is a direct indication of the strength or weakness of the company.  Media training may be the best investment your budget has ever offered return on.