Peak Communicators
May 2, 2014

Be Careful You Do Not Become the Company Spokesperson

A reporter called and started asking questions. I knew the answers and was well into giving information on behalf of the client when it hit me: I’m not authorized to be this company’s spokesperson!

Media Relations

As a communications consultant for this client I was empowered to provide information – send out pre-authorized backgrounders, fact sheets, news releases. But I was not authorized to speak on behalf of the company. I stopped in mid-sentence.

“I’m not a spokesperson for my client so I don’t want to be quoted,” I said, probably too sharply. I caught the reporter cold. He was taking down everything I said and fully intended to pepper his story with Alyn “Edwards said…. According to company spokesperson Alyn Edwards…”

It was almost too late that I realized I had set a trap for myself and I was right in it. I knew better.

During the hundreds of media training sessions I have conducted, I stress that companies must appoint and train anyone speaking for the organization and they should only offer information in areas of their direct knowledge and responsibilities.

I also tell them to negotiate every interview. When reporters call, don’t start answering questions until you know exactly who you are talking to, how to contact them and have asked these other key questions:

  • What is your story?
  • What information do you want from our organization?
  • Is there a focus or angle that you are pursuing?
  • Who else are you talking to?
  • What questions do you have?

Only with full information should a company or organization decide that an interview will suit its goals and interests. That’s not always the case.

Several years ago, a call came in from a meat processor in the Vancouver area. It was during the XL Meat e-coli crisis in Brooks, Alberta. The B.C. company was not related in anyway. But it was receiving calls from reporters wanting ‘localize’ the story. They asked to take video and photos of their plant operation and interview managers about food safety.

My strong advice was to thank reporters for their interest, tell them the plant is in full compliance with all food safety standards and explain that no unauthorized persons can enter the plant.

I recommended the company not say anything beyond this because, as soon as the public saw pictures or video of that meat packing operation, the company would be immediately associated with the e-coli outbreak and its business could suffer greatly.

If the interview is a good fit for your organization, negotiate a time and place for the interview which gives the spokesperson adequate time to prepare key messages.

Sending a fact sheet or background information in advance of the interview describing the organization, its products and services along with information detailing the subject of the interview could head off up to 30 minutes of needless questions. That also helps ensure accurate reporting.

That’s what communications consultants can deliver while being careful not to unwittingly become a spokesperson for their clients.

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January 31, 2014

Getting Your Company Message Right

Peak Communicators was recently engaged by a well-established successful Canadian-based company selling internationally. The management group was in a quandary: they no longer knew who they were and where they fit in the marketplace.

The capable managers felt the company’s culture had gone flat, its messages were out of date and they were drifting.

They didn’t know who they were, who they wanted to be, where they were going and why they made a difference.

There was a strong feeling that the thousand plus employees had lost the fire in the belly to forge ahead in a changing marketplace and sales environment. Some new conquests were needed.

In short, they no longer knew what their story was or how to tell it. They wanted a motivational story to provoke change.

A story is a narrative describing an event or series events. It’s not a sales pitch for a product or service.

What is your story?

To resonate, a story must have three strong elements: emotion – information – call to action.

Peak facilitated a strategic brainstorming session with senior managers to unlock information. We developed the topics to be communicated and then filled those buckets with messages. Working with the managers, messages were refined into three key messages per topic.

Change is making somebody or something different. For this company, it had to be positive change toward a clear vision and direction. And it had to be exciting. They wanted a new story to lead the process for change.

Questions asked included:

  • How do you see yourselves? Your products?
  • Why do you do this?
  • How do customers see you? Your products?
  • What is your ultimate product or value proposition?
  • What does change look like to you?
  • Where do you see yourself in one year? Two years? Five years?
  • What would success look like?

A remarkable amount of information tumbled forth during the half-day session. It was an opportunity to re-evaluate, redefine and set a new direction.

The new course should be established by analyzing the data established by the topics and defined by the key messages.

These topics and key messages became the guideposts for all communications: internal for employees, contractors and suppliers – external for customers, prospects and key influencers.

They are also the outline for THE story or stories that everyone can tell.

A communications plan should be a next step to guide communicating the exciting new messages that will give new purpose to employees and renewed motivation for business development and growth.

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