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When the media misquotes you, writing a letter to the editor or demanding an editorial retraction does not usually receive much attention. The best strategy is to call the reporter's editor and complain, but be specific. Remember, just because you don't like the spin, or the in which was the story was presented, doesn't mean you have a case. Limit your concerns to misquotes and misstatements of fact. Complaining won't make it right, but it might prevent others from being made, and, in a situation where there are multiple deadlines, you may be able to correct the story for the next newscast or edition.

Remember the following tips:

  1. Use a written statement.

  2. Take your time answering questions.

  3. Stick to the facts; don't ramble.

  4. If you don't know an answer, say so.

  5. Assume everything you say will be quoted.

TV

TV covers news differently.

Newspapers tend to present a "world view" of events. They stress an information approach. Television, on the other hand focuses on individual "stories" to convey information.

Pictures rule.

Pictures are everything on TV. Doing your interview against some type of visual "background" is important. No flat walls!!

Be focused, brief, and enthusiastic.

Most news stories only take about forty seconds of the broadcast. Reporters are looking for a solid ten-second sound bite to use. Summarize with a smile.

Look at the reporter, talk to the audience

Don't look at the camera. Speak and look directly to the reporter, but keep your remarks targeted to the audience.

Dress conservatively.

Blue or gray suits are a good choice. Avoid red, white and small prints. If you wear glasses, tinted lenses will help cut lighting glare.

Radio

It's easier than TV.

Remember in radio there are no lights or cameras and more time to make your points. Radio is the ultimate compromise between newspapers and TV.

Work from note cards.

Have facts and examples ready to flip to for making points.

Know your audience.

Who's out there listening? Male, female, young, old, educated, low-income? Tailor your remarks to the interests and concerns of the audience.

Both

Assume your always "on-the-air".

Never assume the recorder is off, even if it seems to be. Anytime there is a camera, microphone, or tape recorder nearby, consider yourself "on-air"; act and speak accordingly.

Know the program.

Look/listen to the interview show or newscast ahead of time. Observe the interviewing style used. Get a sense of how much time is usually allowed to make points.

Try to relax.

You might have butterflies. Try to get them flying in the same direction. Everyone involved wants your interview to go well. Be relaxed, but also passionate about your subject.

Often, communicators feel that they are the only ones who should be talking to the media. But organizations need to consider getting managers with the media. Why? In the long run it helps - managers will start to really understand what credibility, accountability and communication are about. Here's what to tell them:

1. Make sure you understand what the interview is about. What is the reporter going to be asking about? What's the issue? A new service or product you're offering? Your plans for expansion? Why the comptroller ran off with a million dollars
2. Prepare a short statement - about six sentences long - to work from. The format should be like this:
   • State the issue.
   • State your key message.
   • Support your message with three or four sentences of fact.
   • Restate your key message.
3. Be as visual as possible. People nowadays respond better to "TV images" expressed verbally. Develop at least one visual to support your statement (a graph, a photo, a background). Use visual language - analogies, metaphors, similes.
4. Practice. As with any good speech, you need to read your message out loud and listen to it. Work out answers that bring the interview back to your key message.

1. In today's world of email, faxes, and interactive computing, information travels fast and sometimes, incorrectly. New technology, however, can be very effective when trying to get the right message out quickly during a crisis. They can help disseminate rumors and show your organization is on top of things. During planning, continually ask your team what are the best processes to use.
2. Keep your top executives informed through the process. During crises, top executives are looked at for answers — by employees, the media, and public. Make sure upper management knows the decided procedures, what their roles will be during the situation and who will be telling the story to the public, employees, and media. If you've decided the CEO is going to be the spokesperson during any crisis situation, make sure you and the CEO are on the same page (understanding each other's jargon and roles in the situation, and media training has occurred).
3. Make a checklist for dealing with the media during a crisis. Nothing is harder to deal with than glaring spotlights, microphones and cameras in your face, especially when answers aren't prepared. Make decisions on the following:
   • Who your spokesperson will be, and if that person is unavailable, designate the next in line.
   • Outline a plan of the first 24 hours after a crisis situation.
   • Choose five possible worse case scenarios, think of possible media questions to them, and answer your questions (each response should less than fifteen minutes and show postivereaction to the crisis).
   • Decide what the employees' position will be in the situation, who will inform them of what is going on.
4. Always tell the truth during a crisis. The last thing you need is bad information circulating. If the employees and public can't trust your company, it'll take that much longer to prove you're on top of the situation.

Getting a crisis plan down on paper will keep yourself, upper management and employees calm a potential situation.