Some of you know that I conduct very realistic role-playing exercises as part of my “Coaching to Meet the Press and Other Hostile Audiences” workshop. One of the ground rules is that – unless it is a press conference setting – participants are not allowed to “make a statement” at the beginning of the interview with the TV reporter. Many people want to know why. Here are three good reasons:

1. For the most part, your introductory statement will not be used. Think about the last few interviews you have seen where there is some incident that has occurred. Unless they have absolutely nothing else to work with, reporters would rather capture the spokesperson’s comments as (s)he answers one of their questions. It is more spontaneous, more engaging, and therefore better TV. Having someone read a statement can be boring. So unless you are satisfied with providing that statement simply as a means of educating the reporter about the situation before the REAL interview begins, save yourself the time of reading it into the camera. By all means, have a statement to provide to the reporter before (s)he leaves so they have some accurate, factual information to refer to when they are compiling the intro to the piece. Just don’t read it on camera.
2. If you are reading a prepared statement, you are looking down at a piece of paper. That means you are not looking the reporter (and the audience) in the eye while you are talking. Subliminally, reporter and audience get a very powerful message: the spokesperson is at least shading the truth if not lying. That is what we’ve all learned from personal experience. If a person cannot “look you in the eye,” he cannot be trusted. The more you can make direct eye contact with an individual, the more sincere and believable you are. You simply cannot make enough eye contact to appear trustworthy if you are looking down at a prepared statement. But do prepare the statement! Writing down the major points helps you commit them to memory. This will help you recall the “must air messages” when you answer the reporter’s questions. You appear more trustworthy, concerned, and connected to the audience if you don’t have your head down and your eyes averted.
3. People want a dialogue, not a lecture. Remember when you were a student in college and the professor proceeded to lecture from prepared notes? You pulled out your notebook and tried to concentrate and learn. You might have found that you could do it for a little while, but then your mind would start to wander, or you might even doze. It was when that professor did something to ENGAGE you that you paid attention. The same principle applies when a company spokesperson is giving a speech or providing the organization’s position. If the individual appears to be talking AT you – reading from prepared remarks -- you may try to pay attention, but it is hard work. If, on the other hand, that person looks up, makes eye contact, moves to the side of the podium, and actively tries to connect with the audience and speak WITH them, then it grabs your attention and creates interest in what that person has to say. Whether seeking audience participation in a talk being given at a local civic club/professional organization or carrying on an interview with a reporter, the person who is not tied to printed words will be much more convincing and remembered more favorably.

• For people to remember what you said
• For them to believe what you told them
• For them to have a positive impression of you and, therefore, your organization

Whenever I work with executives to improve their speaking skills – whether a public speaking engagement or a crisis interview -- we will spend more than 50% of the time getting them untied from the darn script! Sure, it requires more preparation time than if you just read a statement you wrote or -- worse still – mouthed what someone else made up for you! You may be tempted to say that you are too busy to practice this particular speech or statement several times. However, if it is important to you that you come across well, this time invested is well worth the effort.

Note on the Sixth Edition: As I write this, the 2004 Olympic Games in Athens are coming to a close. As with every Olympics, there are the agonies and the ecstasies -- unforgettable stories of disappointment and exhilaration for individual athletes and for teams. I saw some important crisis management lessons in the way teams operated. Those that only came together just before the Games to try to learn how to operate as a team (e.g., the men's basketball team and the men's 4 x 400m track relay team) had some problems and had to settle for lesser medals even though they were made up of excellent individual athletes. Examples of those who excelled when everything was on the line -- operating during their crises of competition, as it were -- were the women's softball and soccer teams. These teams have been working and playing together for much longer, knew each other's strengths and weaknesses, and were able to gain the gold. How is your team operating? Do each of your team members know their individual role and responsibility? Have you practiced (and practiced) how things would all play out if you were called to spring into action? Think about it. If you are at all uncertain, give me a call.

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'Til next month...KEEP COOL!

Copyright (C) 2004 JCH Enterprises

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