Chapter 5. DELIVERING YOUR MESSAGE

"I'm going to be a lot more careful about everything I say, because I find that it gets amplified to a new level."

Mike Huckabee, former presidential candidate

Words are like toothpaste. Once you squeeze them out, you can't get them back into the tube. As George Smitherman, Ontario's former deputy premier, lamented, "At the heart of it, you say a million words and some of them you wish that you could take back."[50] When answering questions from the media, a spokesperson must control every word. This means both knowing what to say and how to say it. But the ability to think on your feet when reporters fire questions at you requires a composure and calmness that does not come naturally. Being forced to respond to challenging questions, sometimes under hot lights, is most unnerving. But unlike hitting a Major League fastball or becoming a concert pianist, effective message delivery is a skill that can be learned by anyone. Comprising primarily physical behaviors, the ability to speak with confidence and clarity can be developed through study and practice. The strategies and techniques presented in this chapter will help you use your voice, gestures, and natural energy to take control of your environment and optimize opportunities for message delivery. The chapter will also help you develop the skills you need to appear responsive and sincere, whether presenting a prepared statement, making impromptu remarks, or managing a contentious news conference.

Slow Your Racing Brain

The spokespeople I train tell me they want help learning how to think quickly on their feet. Sounds like a worthy objective, right? Wrong. People already think too quickly on their feet—that's the problem. Thinking quickly in stressful moments kicks people's brains into high gear. Hurriedly, they ask themselves, "What am I going to say next?" Spokespeople distracted by thinking about what's coming next lose control over what they say now. In truth, spokespeople need to think slowly on their feet. They need to decelerate their brains and gain mastery over every word. To do this, spokespeople need to learn to breathe properly and speak slowly.

Breathe In . . . Breathe Out

In anxious moments, our autonomic (involuntary) nervous system causes the release of stress-inducing hormones such as adrenaline, norepinephrine, and cortisol. These hormones trigger reflexive reactions, including an increased heart rate, raised blood pressure, pupil dilation, decreased saliva production, profuse sweating, and oxygen deprivation. In turn, these lead to an overwhelming acceleration in brain activity that often results in disorientation and the separation of cognitive functioning and verbal skills. Or in other words, a separation of the brain and tongue. Learning to breathe properly helps calm the autonomic nervous system and synchronize the brain and tongue to work in perfect unison.

Every human on the planet is born breathing in the same way, but by age three stress reverses normal breathing patterns. Consequently, most adults do not breathe properly. Ujai breathing, as taught in yoga, re-creates our original breathing patterns. Balancing and calming, it is a diaphragmatic breathing technique that first fills the lower belly, then rises through the chest. By increasing oxygenation and building internal body heat, it naturally relaxes the sympathetic, or panic-inducing, portion of the autonomic nervous system. To stay calm and focused during stressful situations, follow the Ujai breathing method:

Breathe in:

Belly out.

Breathe out:

Belly in.

Nice and slow.

Breathe in:

Belly out.

Breathe out:

Belly in.

Make every breath last three to five seconds.

Breathe in:

Belly out.

Breathe out:

Belly in.

See your stomach rise and fall with each slow breath you take.

Breathe in:

Belly out.

Breathe out:

Belly in.

Use your nose—it warms and filters the air.

Breathe in:

Belly out.

Breathe out:

Belly in.

If you can, try to breathe this way all the time. Practice helps considerably. Consider taking a yoga class or, at the very least, watching clips of correct Ujai breathing on the Internet. As you'll discover, proper breathing truly is the key to synchronizing mind and body. Within the context of a media interview, spokespeople must make sure they breathe correctly when listening to questions. The tough questions are the ones that make people stop breathing and default to a panicked, "What am I going to say?"

Speak Slowly

Hearing a spokesperson unleash a torrent of words is not by itself a giveaway that the individual is nervous. Often, people speak quickly to imply a sense of urgency or to reflect passion for the subject matter. But when spokespeople talk quickly to reporters, they risk experiencing brain-tongue separation, a verbal glitch where the brain and tongue disengage, resulting in words that leave your lips faster than you intended. Talking slowly helps you control what you say, as you say it.

Everyday conversation has the average person speaking at 175 words per minute. While pursuing the Democratic nomination, speeches by Barack Obama averaged 110 words per minute. Speaking in this type of thoughtful, deliberate manner adds "gravitas to the message almost regardless of what the message is," said speechwriter Dan McGroarty, who wrote for former president George H. W. Bush. In contrast, Hillary Clinton clocked in at an average of 188 words a minute in her campaign speeches. McGroarty told the Globe and Mail that "to be above 125, 130 is breakneck."[51]

Speaking slowly in stressful situations is easier said than done, however. To slow yourself down, slightly stretch the vowel sound in each word. Don't stretch the vowel to the point where it sounds ridiculous, but even a slight elongation will force you to linger over each word and produce a slower pace. Another way to slow yourself down is to make a concerted effort to pause between sentences, thoughts, and phrases.

Power of the Pause

Well-timed pauses are essential in delivering messages and presentations that engage people. While a speaker's words can drive away an audience, silence can recapture their attention. Sound counterintuitive? Imagine you're at a conference listening to a presenter who is trying to pack as much information as possible into his sixty-minute time slot. After a few minutes of listening to the presenter drone on and on, you're likely to start reading a newspaper or checking your e-mail. As one sentence runs into the next, pretty soon everyone in the audience is reading, looking at their smartphone, or thinking about what's for lunch. But what happens if the speaker suddenly stops talking? Everyone immediately looks up. The sudden silence captures everyone's attention because something important must be about to happen. Where an uninterrupted flow of words can disengage, the silence created by a well-timed pause engages.

Pausing also helps your messages penetrate by allowing audience members or reporters time to process your words and information. Therefore, after delivering an important point, pause for a second or two to let your words sink in and to highlight the significance of what you've said. Another benefit of pausing is that it acts as a quality-control measure, making you sound more articulate and convincing. Speaking quickly causes many spokespeople to use words or phrases like "uh," "um," or "you know" as a way of linking thoughts. Uttering these phrases makes a speaker appear inarticulate and is a clear indication that the brain has disconnected from the tongue. Better to pause, take a deep breath, and only say a word when you know precisely what you want to say. If you ever feel overwhelmed while being interviewed or speaking in front of an audience, recalibrate by breathing and pausing.

Body Language Speaks

There is more involved in delivering a message than simply saying it. Dr. Albert Mehrabian of the University of California at Los Angeles studied the impact body language has on the way people receive messages. In his research, Dr. Mehrabian has identified that when people speak, their message is interpreted not only through the words they use but also through the way they move their body, use their face, and inflect with their voice. According to his study, 55 percent of the way our message is interpreted comes through our body and face, while 38 percent comes through the inflection in our voices. Run the numbers and you'll see that leaves a whopping 7 percent of interpretation coming through the words we choose.[52] This means that nonverbal congruency and synchronicity are vital to the efficacy of communication, especially as it relates to media.

Looking and sounding like you mean what you say involves the coordination of a number of body parts. Luckily, we as humans are constantly sending and receiving nonverbal signals during nearly all of our personal interactions. These signals include postures, gestures, facial expressions, and eye movements that ease mental effort when communication is difficult and facilitate comprehension while communicating complex feelings or concepts. For a message to be well-delivered and received, it must be communicated in a manner that brings together the visual, the vocal, and the verbal. In other words, you must coordinate how you look, how you sound, and what you say. There are a number of keys to controlling your face, body, and tone in order to successfully deliver the messages you have carefully crafted.

Use Your Face

Facial expression is one of the most prevalent and powerful channels of nonverbal communication. It can be used to modify speech, control conversation, convey personality, and express emotion. Consequently, spokespeople must look as if they're saying what they mean and mean what they're saying. Otherwise a mixed message is delivered, undermining the credibility of both the messenger and the message. For instance, if your face naturally defaults to a smile there will be a disconnect if, during a media interview, you smile while discussing a serious issue or subject.

To achieve congruency when juggling the visual component, always let the look on your face match the mood and tone of what you are saying, as you are saying it. If your message is happy or positive, smile as you talk. If you, like me, are unable to smile on cue, then simply lift your eyebrows as you speak, which in turn will lift your face. This gives the impression of a relaxed, upbeat demeanor. If your message is sad or negative, however, furrow your brow as you speak to demonstrate your concern. If your message is designed to sound tough, tilt your head down slightly and roll your eyes up, as if you're latching onto someone with your gaze. For additional information on facial expressions and how they relate to emotions, I encourage you to refer to the works of Dr. Paul Ekman. Besides publishing a number of groundbreaking books and articles on the subject, he also maintains an interactive website that explores both the utility and interpretation of facial expressions.

The Eyes Have It

Our eyes are one of our greatest communication tools. They reveal thoughts and feelings and help us better understand one another. They also help create a bond between speaker and audience. Whether you realize it or not, every form of oratory communication is actually a two-way dialogue—even speeches, lectures, and presentations. One person sends a message and another person receives it. Eye contact guarantees this two-way communication has taken place. By looking at your audience, you can see whether listeners are engaged or not. Are they interested in what you're saying? Do they understand your messages?

To ensure you're engaging an audience, deliver one complete thought to one face or one part of the room before shifting eye contact. An audience essentially breaks down into three parts: the people in front of you, the people to your right, and the people to your left. Try to make eye contact in all three areas of the audience so everyone feels included. This technique is effective whether you're speaking to three reporters or a crowd of three hundred protestors. During a news conference or a question-and-answer period, make eye contact with the person asking you a question, then maintain eye contact as you answer. If, however, you broaden your answer and direct it to others in the audience, begin by looking at the questioner, then shift your eye contact throughout the entire group to engage the audience as a whole.

Talk with Your Hands

Contrary to what others may have told you, it is appropriate to use your hands when you talk. Hands are a wonderful visual aid. They help animate you as you speak, adding life and movement to your words. Too many interviewees muzzle their hands when they speak, likely because they were told to do so either by a parent, teacher, or communications consultant. But in truth, using your hands as you talk makes you look natural. People speak using their hands in everyday conversation, so why should a media interview be any different? When a spokesperson keeps her hands firmly in place, all the anxiety that goes along with talking to the media has no way of escaping her body. Anxiety that does not get released ricochets from head to toe and back again, causing further anxiety. Using your hands when you talk helps release the anxiety, almost as if you were shaking it away.

Hand movements also help those who tend to speak in a monotone have greater vocal inflection, which helps spokespeople deliver messages that sound distinct. Like a conductor controlling an orchestra, you can use your hands to help control your pace, inflection, and tone. To do so, make your hands match the rhythm of your words. Start with your fingers open, slightly spread, and slightly curled, then move your hands in a firm, deliberate motion. As you speak, change the motion to match your content. If you're exploring an idea or concept in greater depth, use a rolling gesture. If you're comparing two distinct concepts or examples, shift your hands from one side of your body to the other. If you're making an apology or expressing contrition, hold your hands out with your palms up. Using these types of deliberate, expressive hand gestures will actually force you to put more energy and passion into your words so that the vocal matches the visual. You see, the hand bone is connected to the voice bone.

Beware of Body Language Leakage

When people become anxious, their bodies tighten and they begin to engage in involuntary or unconscious movements. Some people play with their hair, others their glasses. Even former President Bill Clinton, who has masterful body language, was seen repeatedly scratching his nose while appearing before Kenneth Starr's investigative committee. When people lie, their capillaries expand, making the nose itchy. The body doesn't lie.

One of the most prominent forms of leakage is the head nod. Within the context of media interviews, a nodding head gives the impression you agree with what is being said, even though you may not. For instance, imagine your head is bobbing up a storm while the reporter asks, "The concern on Wall Street is that as CEO, you have run this business into the ground and have caused irreparable harm to shareholders. What is your comment?" If you nod while listening to this question, the journalist could write, "Ansell nodded yes when presented with evidence of his failure."

There are at least two reasons why people nod when listening to others. First, the head nod is often delivered as a sign that "I'm listening" or "I care." But sometimes, people nod their heads when listening as a nonverbal way of telling the other person to hurry up and finish talking, so they can jump back in to control the conversation. Regardless, try to avoid nodding your head while listening to a question from a reporter.

Another common form of leakage is the "swallow," which affects everyone, but is mostly noticeable in men. The swallow usually occurs after a hard-hitting question is asked and the respondent swallows in an exaggerated fashion, as if he's been caught in a bluff. When men swallow this way, it's almost as if their Adam's apple is bobbing up and down, announcing to the world, "You got me." Gulping in this manner is an involuntary action, and as such it's difficult to control. But that doesn't mean you need to let other people see it. When you have the urge to nervously swallow, dip your head down to conceal the swallow, then quickly lift your head back up when you're done.

By the way, sometimes you may feel the need to swallow because of a buildup of saliva in your mouth. As an alternative to swallowing, try placing the tip of your tongue behind your two front teeth and then breathe in through your mouth. The saliva quickly disappears and the mouth dries up. What do you do when your mouth gets too dry and you need saliva? Gently bite the inside of your cheek. This creates saliva.

Likewise, be mindful not to purse your lips after completing an answer. When spokespeople are uncomfortable, they tend to press their lips together at the end of their answer, as if to signal to the questioner, "That's all I'm going to say; now you talk." Better to leave your lips slightly ajar. To control this and other forms of inappropriate body language, simply remember to breathe properly and use your hands to talk so you can expel your leakage before it expels itself in a way you cannot control.

Vocal Motion

How you use your voice is critical to how your message is received. Getting the tone right is important in establishing and supporting your intended meaning. A loud, clear voice indicates strength and conviction in what is being said. A slightly higher-pitched and emphatic tone says, "I'm enthusiastic." A low-pitched voice conveys sadness or disappointment. Correctly using your voice requires a clear understanding of the mechanics, implications, and benefits of vocal inflection.

Make Your Voice Interesting

A monotone, lifeless voice sounds dull and unconvincing, prompting TV viewers to look for a Seinfeld rerun. If you want people to be interested in your messages, you must sound interesting while delivering them. In media interviews, you want your messages to stand out and be evident. Vocal inflection gives listeners an indication that what you're saying is important and interesting. It helps establish a viewpoint and adds energy and emotion to your words.

Vocal inflection is the alteration between highs and lows in pitch or tone of your voice. For both psychological and physiological reasons, facial expressions greatly affect inflection. For example, when you smile your voice naturally becomes more pleasing because the soft palate rises, making sound waves more fluid. Generally speaking, the wider you open your mouth and the more teeth you show, the better tone you get. In many cases, it's better to start an answer or statement with a low voice so you have room to raise your pitch (energy) when needed to emphasize a point or accentuate an emotion. Your inflection and range of intonation can be greatly increased by breathing properly, as described earlier in this chapter. Your vocal cords tighten when taking short breaths, but they relax and become more flexible with slow, deep breaths.

Say It Like You Mean It

Emphasizing individual words or clusters of words by speaking louder, softer, higher, or lower can dramatically change the meaning of a message. For example, consider how emphasizing certain words in the following message, as represented by the italics, alters the meaning. To get the full effect, try saying each message out loud as you read it:

Emphasis and Meaning

"Of course we feel bad about the spill."

This implies people presume you do not feel bad about the spill. It could come across as arrogant or patronizing.

"Of course we feel bad about the spill."

This suggests you are either the only one who feels bad about the spill or that others don't believe you feel bad.

"Of course we feel bad about the spill."

This emphasizes your concern and reveals a sense of responsibility and regret.

"Of course we feel bad about the spill."

This distances you from responsibility by highlighting the lack of a possessive pronoun (the spill vs. our spill).

In some circumstances, you may want to emphasize the person you're addressing. In others, you may want to emphasize yourself, your organization, or the situation at hand. In a tragedy, you'll likely want to emphasize stakeholders or victims as you present your message. To identify the appropriate emphasis in a sentence, repeat your message aloud to see how its meaning changes as you stress different words or phrases.

To help master vocal inflection and modulation, practice by repeating messages while looking in the mirror to see how different facial expressions affect your tone. Then try recording your voice for at least two minutes while still looking in the mirror. Play back the recording to hear how you sound to others and to track how different facial expressions and gestures affect your inflection or change the emphasis on certain words in your message. This will help you synchronize your facial expressions, body language, tone, and inflection, as well as provide the opportunity to practice proper breathing techniques.

Optimizing Message Delivery

Imagine preparing for an important media encounter—possibly a career-changing interview with the Wall Street Journal or a news conference to launch a groundbreaking product line. Much is at stake, so you've blocked out your three fact messages, created correlating color messages, and even come up with a clever analogy to illustrate your key concept. You've polished your presentation skills, and at least in the mirror, you look confident and comfortable. By all accounts, you're ready to face the lights, cameras, and microphones.

But wait. The reality is that no matter how well prepared you are, you cannot control every aspect of a media encounter. A news conference or an interview is a fluid situation. Formats change, reporters ask the wrong questions, and unexpected events spoil all your careful preparation. When much is at stake, there are a few critical things you should and shouldn't do in order to ensure ultimate success in communicating your messages.

What to Do

Unfortunately, there's no guaranteed formula for a successful interview or news conference. There are, however, three things you can do to ensure your messages are conveyed clearly and effectively.

  • Say your messages aloud before presenting them.

  • Use your messages in your answers.

  • When asked if you have anything to add, answer yes.

Say Your Messages Aloud.

Once messages are created, say them out loud to make certain they sound conversational. The written word doesn't always translate into the spoken word, so spokespeople must be comfortable saying the messages aloud. This is especially important if someone else has written the messages for you. If written with an unusual syntax or unfamiliar words, the messages will sound forced and disingenuous. If you're the one writing the messages for others, keep them short, punchy, and quotable.

Use Your Messages in Your Answers.

During a press conference, Henry Kissinger famously joked, "Does anybody have any questions for my answers?"[54] It's a witty statement, but unfortunately novice newsmakers often do wait for the right questions to be asked in order to deliver the messages that match. But sometimes the right question never comes and their messages fail to get reported in the media. If you want to see your messages on tonight's news or in tomorrow's paper, it doesn't happen by telepathy, or as my kids used to say, by ESPN. For example, if your message is to bring attention to statewide health care concerns, consider the following two possible answers:

Question:

How many members are in the Health Care Association?

Answer:

The Health Care Association has ten thousand members.

Compare that with:

Question:

How many members are in the Health Care Association?

Answer:

The Health Care Association has ten thousand members who worry about health care in the state. The problem is, statewide resources are stretched to the limit. Too many vulnerable people, including the elderly, slip through the health care cracks.

If reporters or an interviewer continually ask questions that stray from your intended message, then answer the question that is asked and look for a way to bring the answer back to your message. To do so, use conjunctives or phrases like "actually," "in fact," "the truth is," "the problem is," "what's most important," and "from my perspective." These types of phrases are commonly called "bridges" in interview or public relations jargon. If overused, "bridging" can make a spokesperson or newsmaker appear evasive. However, if used in moderation, bridging can be an effective means of steering a question back to your message. For example:

Question:

Tell me about today's announcement.

Answer:

We're expanding our manufacturing facility by seventy-five thousand square feet and along the way we'll hire another three hundred employees. We're very optimistic about the future.

Question:

But what about concerns involving poor labor-management relations?

Answer:

Our employees are dedicated and hardworking. In fact, we plan to hire three hundred more people to help us build the company. This new seventy-five-thousand square foot facility is great news for the community.

Incidentally, just because a spokesperson delivers a message, the journalist is under no obligation to quote it directly. Journalists always have the option to simply paraphrase a spokesperson's comments. That is why it is so important to craft messages that can survive the media editing process.

Anything to Add? Say Yes.

When reporters ask if you have anything else you would like to add, it is not a trick question. Perhaps the reporter is concerned that he may have forgotten to ask an important question, or maybe he simply ran out of questions to ask. Interviewees should see the question as free dessert, because it provides an opportunity to deliver unused messages or to reiterate important messages. Asking interviewees if they have anything to add is also of benefit to reporters who write and file stories in a hurry. Because they may not have time to listen to a recording of the entire interview, a good sound bite that wraps up the encounter is likely to be quoted.

There is a caveat, however. Though the question is not designed to entrap spokespeople, it can potentially lead to a fishing expedition. This may be the case if the interview is over and the reporter failed to dig up anything particularly newsworthy. Or the reporter may have discovered that the story she came to cover isn't really there. As journalists like to say, "Another good story spoiled by the facts." For the spokesperson, the risk is he will wander off into unprepared ground and unintentionally give the reporter a whole new story. This can become even more problematic if the spokesperson has begun to relax and likes to talk. So remember, everything you say is on the record.

What Not to Do

Executives, spokespeople, and other newsmakers trapped in the media spotlight do not instinctively know the right way to answer challenging or flustering questions from reporters. Following are three common mistakes that are certain to undermine your intended messages and ruin an opportunity to persuade stakeholders.

  • Doing a brain dump

  • Repeating negatives

  • Starting answers with the phrases "It's true," "That's a good question," and "The answer is complex"

Don't Do a Brain Dump.

John Kerry's need to deliver every message at once detracted from his 2004 presidential campaign. At a campaign stop in Albuquerque, New Mexico, retired engineer Bob Kirkpatrick asked Kerry for his views on the Israeli-Palestinian conflict. To be fair, Kirkpatrick did finally receive an answer to his question. But first, the Democratic presidential candidate said that Republican attacks on his military record were "really . . . an attack on the American people." Which Kerry then compared to President Bush's "attack on overtime." Which somehow had something to do with "settling for jobs that pay $9,000 or less." Which, in turn, was connected to the outsourcing of jobs overseas. Then Kerry shifted to the problem of weak workplace safety rules, which were "attacks" on environmental rules. Kerry finally ended by saying he would do more than the Bush administration to facilitate Middle East peace negotiations.

Kerry's brain dump unleashed a riff on Vietnam, overtime, outsourcing, worker safety, and the environment before ending up at the Middle East. No wonder the public is jaded by politicians who do not answer questions. "I sensed it was an issue he wanted to avoid," Kirkpatrick said afterward. Not surprisingly, he left the campaign stop unsure of how he would vote.[55]

Don't Repeat Negative Words.

News stories with negative or inflammatory words achieve greater prominence. Furthermore, media spokespeople who use negative words can sound hotheaded and defensive, as if they have something to hide. The repetition of negative words makes already-suspect newsmakers look even more culpable. Executives and spokespeople reinforce inappropriate perceptions by answering questions with negative words. Suppose a reporter asks, "Are you incompetent?" The natural answer is, "I am not incompetent." But by answering in a way that acknowledges the issue of incompetence, the spokesperson has accepted the premise of a negative question and given it a sense of validity.

Getting newsmakers to use negative words in their answers is surprisingly easy. People get flustered by questions with negative words and do not instinctively know how to respond, so they try to create extra time to think by repeating the question. For example, a reporter may ask, "Did your previous CEO commit fraud against the company?" Put on the spot, the spokesperson responds, "Did my previous CEO commit fraud against the company? Uh, no, the previous CEO acted with integrity in all his activities." In this case, thinking out loud led the newsmaker to repeat the words "CEO" and "fraud" in the same sentence.

To make the point about the impact of negative words, communications consultant Lou Hampton has clients draw a line down the center of a blank page. On the right side of the line, he asks them to list the following terms:

Negative Word Impact

A crook

Polluting

Destroying

Gouging

Hiding

Hurting

Ignoring

Stealing

Lying

Killing

Hampton then asks people to put the word "not" to the left of the line before each of the terms, so that it now reads:

Negative Word Impact 2

Not

A crook

Not

Polluting

Not

Destroying

Not

Gouging

Not

Hiding

Not

Hurting

Not

Ignoring

Not

Stealing

Not

Lying

Not

Killing

Words like "destroying" or "gouging" certainly do not help sell a product, but are they really so bad to use? After all, the quotes say, "not destroying" and "not gouging." The fact that a business or organization is "not destroying" the environment seems like positive news. Unfortunately, the word "not" is of little help in countering the impact of negative words like polluting or destroying. Hampton points to brain-imaging research from UCLA Medical School that found the adult mind takes 50 percent longer to recognize the presence of the word "not" because the mind first creates a mental picture of vivid negative terms like crook, polluting, destroying, and gouging.[56]

This is not to suggest, however, that negative words must never be used. Some media advisers believe negative words are to be avoided at all costs, but when the news truly is bad—the CEO did commit fraud or the ship's captain was intoxicated—anything less than the truth, however negative, sounds like a cover-up.

How Not to Start Your Answers.

When caught in the glare of intense media focus, many novice newsmakers resort to using standard phrases and answers. Be very careful, though, when starting an answer with any of the following three phrases:

  • It's true.

  • That's a good question.

  • The answer is complex.

Depending on how the reporter leads into the quote, the words "It's true" could be very troublesome. For example: "Is it true that your chief financial officer lied to the Securities and Exchange Commission?" If the newsmaker responds, "It's true that our chief financial officer respects SEC rules and regulations," the reporter could use the question in a story and cut or edit the spokesperson after saying, "It's true." Ever pay attention to how the CBS program 60 Minutes begins? Up on the screen pops a stopwatch—tick, tick, tick—accompanied by the voice of one of its hosts asking a question like "Is it true your chief financial officer lied to the Securities and Exchange Commission?" Then the screen cuts to a fidgeting spokesperson saying, "It's true . . ." (tick, tick, tick). With just this one simple edit, the exchange leaves viewers believing the company violated SEC guidelines. Sure, cutting the quote after "It's true" smacks of out-of-context reporting, but remember, it all comes down to the edit.

Many spokespeople wonder if it is appropriate to tell a reporter, "That's a good question." Depending on where the spokesperson placed the emphasis, the statement meant one of two things to me when I was a reporter. If the spokesperson said, "That's a good question," I would get the impression she wanted me to ask the question. That would make me feel manipulated and often lead me to work even harder to find a difficult or challenging question. If the spokesperson said, "That's a good question," and drew the words out, my impression would be that she was stumped. Which means, as a reporter, I would be determined to pursue that line of questioning. Either way, the outcome would most likely be negative for the spokesperson.

Likewise, when reporters hear spokespeople say, "The answer is complex," they interpret it one of two ways. Either the spokesperson thinks the reporter is too stupid to understand the answer or the spokesperson doesn't have a clue how to answer and wants to hide behind the excuse that it's too complex. It's always better not to use the word "complex" in explaining an issue or answer. It is a spokesperson's job to make complex issues simple and easy for stakeholders to digest. That, in a nutshell, is what well-crafted messages are for.

Messages as Mantra

As mentioned at the beginning of the previous chapter, a study published in the Journal of Personality and Social Psychology discovered that "the more an opinion has been encountered in the past, the more accessible it is in memory and the more familiar it seems when it is encountered again."[57] Clearly, the more times individuals hear an opinion, the more comfort they develop with what they're hearing. But does that mean spokespeople should be relentless in their reiteration of a message? Absolutely not. The key to effectively communicating your messages to the media is to find the balance between being responsive to questions journalists ask and putting forth what you want the media to report.

Some executives, politicians, and spokespeople believe the secret to a successful media interview is to pay no attention to questions and simply repeat their messages, regardless of what they are asked. Take the case of former Toronto mayor Mel Lastman. Lastman was known for speaking his mind and sometimes sounding silly in the process. On an overseas visit to pitch Toronto as an Olympic host, Lastman was asked whether his international tour would take him to Africa. Having seen one too many Bob Hope and Bing Crosby movies, Lastman responded that he was afraid to go to Africa for fear of being eaten by cannibals. "Why the hell do I want to go to Mombassa?" he asked. "I'm sort of scared about going there. I just see myself in a pot of boiling water with all these natives dancing around me." Predictably, community leaders immediately rebuked the mayor for what they considered racist comments against people of African origin. To address the controversy, Lastman wanted all to know he was sorry, but the way he delivered that message made the situation worse. The following exchange between reporters and the mayor highlights the downside of ignoring questions and simply repeating your messages:

Reporter:

Do you think you should resign?

Lastman:

I am truly sorry that I made the remarks. I'm sorry that I made the remarks.

Reporter:

Is "sorry" enough?

Lastman:

I'm sorry I made the remarks.

Reporter:

How much damage do you think you did to the Olympic bid?

Lastman:

I'm sorry I made the remarks. My comments were inappropriate.

Reporter:

That's not what I asked.

Lastman:

That's my answer.

Reporter:

How much damage have you done to the city?

Lastman:

I'm truly sorry.

Reporter:

Are you considering resigning?

Lastman:

I'm truly sorry that I made those remarks.

Reporter:

Are you considering resigning as a result of making those remarks?

Lastman:

I'm truly sorry that I made those remarks.

Reporter:

Are you considering resigning?

Lastman:

I'm truly sorry.

Reporter:

What are you going to do around damage control?

Lastman:

I'm truly sorry I made the remarks. My comments were inappropriate.

Reporter:

Are you going to Europe to lobby for the bid as planned?

Lastman:

I'm very sorry about the remarks.

Reporter:

Are you sorry about the remarks you made?

Lastman:

Yes. Yes, I am.

Reporter:

Why did you make them?

Lastman:

I'm sorry I made the remarks and my comments were completely inappropriate and I want to apologize to anybody who's offended.

Reporter:

Why did you say them?

Lastman:

It was just the wrong thing to say and I'm sorry I made them. I mean, what do you want from me except I'm sorry? I did the wrong thing.

Reporter:

Did you goof?

Lastman:

Of course I did. That's why I'm apologizing.

Reporter:

Why did you make them?

Lastman:

I'm sorry I made the remarks.

Reporter:

What can you do to make amends?

Lastman:

I'm sorry I made the remarks.

Reporter:

Are you a racist?

Lastman:

I'm sorry I made the remarks and I'm sorry, again sorry, that my comments were inappropriate and I again apologize to anyone that is offended by my comments.[58]

Mercifully, Mayor Lastman's advisers, who no doubt had told him to repeatedly say "I'm sorry," then stepped in to attempt a rescue. Clearly, the mayor needed a message. "I'm sorry" is effective enough, only its recitation eighteen times cheapened its sincerity, especially for those who viewed the entire exchange.

The message as mantra is a manipulative tactic to put forward responses that have no correlation to the questions asked. Many times I hear PR professionals tell spokespeople to be positive and repeat their message regardless of what they are asked. Evasion of this sort breeds distrust and damages credibility. Spokespeople who simply regurgitate their messages ad nauseam are perceived as unresponsive and less trustworthy. And in the end, the messages they have worked so hard to convey fail to convince stakeholders.

Message Delivery Development

By this point, you may be wondering how the novice spokesperson or busy executive is supposed to remember all this information while standing in front of an audience or struggling through questions from reporters. With experience, all of these techniques and strategies become easier to implement. To assist spokespeople and newsmakers in need of immediate help, however, I recommend focusing on what I consider the five key behaviors of successful message delivery:

  1. Breathe.

  2. Pause.

  3. Talk with your hands.

  4. Make eye contact.

  5. Say your messages aloud.

Of course, knowing what you should do and actually being able to do it are two completely different things. After all, what's the good of knowing that you should pause between ideas if you forget to do so as soon as the cameras start rolling? Following are a few simple activities designed to help you incorporate these essential behaviors into presentations, interviews, and news conferences.

Practice, Practice, Practice

All good spokespeople have one trait in common—they practice. Like a professional basketball player draining extra jump shots or a surgeon training to perform a complicated procedure, spokespeople must practice basic presentation skills in order to communicate with confidence and credibility.

One of the best ways to practice breathing properly is to establish a system of constant reminders. For example, write "breathe" on a notecard and put it in your shirt pocket. Then, every time you retrieve something from your pocket you'll be reminded to breathe properly. Likewise, put a sticky note on your alarm clock. Then, the first thing you'll see every morning is a reminder to breathe. After you turn off your alarm, take five minutes to practice breathing. You'll be surprised how proper breathing can help reduce tension and anxiety at the beginning of your day. There are very few situations as stressful as being stuck in heavy traffic, especially when you have appointments to keep. Consider placing a note on your dashboard reminding you to breathe. This will acclimate your body to breathing properly in stressful situations. It's also helpful to post signs or notes in your office, at home, and especially on your desk near the phone. When you deliver an important presentation, be sure to post a sticky note on the lectern or write "breathe" at the top of your notes. If you're concerned about reporters seeing the note, just write the letter B. All of these small actions will help you develop the muscle memory necessary to keep breathing even under the most difficult circumstances.

To practice pausing, talking with your hands, and making eye contact, take advantage of social situations like dinner parties, get-togethers, and family reunions. All of these events are opportunities to observe natural communication behaviors and practice effective delivery skills. As you circulate or mingle, work on listening and making eye contact. When you do say something, be sure to pause in order to ensure your comments register. If you have the chance to address a cluster of people, be sure to deliver one thought to one face. Then, shift your eyes to make contact with another person as you continue to speak. Pay close attention to other people's hand gestures during normal conversation and observe how their movements change depending on the tone of the discussion. Try experimenting with different gestures during a conversation and create a mental catalogue of a few movements that seem particularly effective or comfortable. Although these and other social exchanges provide opportunities to refine individual communication skills, one of the best ways to develop a comprehensive understanding of successful messaging behaviors is to perform the following exercise before an important interview or presentation.

Message Delivery Exercise

Although relatively simple, this powerful five-step exercise will help you become more familiar with your message content, feel more in control of your environment, and reduce excessive nervousness and anxiety. For the best results, try to perform the exercise in front of a colleague, friend, or family member. If no one is available to help, do it in front of a mirror.

Step 1: Say Your Message(s) Aloud.

As mentioned earlier, the spoken word is very different from the written word. Reading your messages aloud ensures they sound conversational. Stand up so you feel more exposed and vulnerable. Do your messages convey the ideas, concepts, and themes you hope to project? Do they roll off the tongue and sound natural to the ear?

Step 2: Say Your Message(s) Aloud and Focus on Breathing Properly.

Now reread your messages and work on breathing properly. Take slow, deep breaths:

Breathe in:

Belly out.

Breathe out:

Belly in.

If you have trouble remembering to breathe, write the word "breathe" or the letter B on your message sheet or note cards.

Step 3: Say Your Message(s) Aloud and Focus on Breathing Properly and Pausing between Thoughts.

As you read through your messages a third time, begin layering the habits. Remember to breathe, but now pause after every significant idea. This is particularly important for ideas or messages you hope to emphasize. What do you want your audience to take away from your message? If you find it difficult to pause, write "pause" or "slow down" on your notes.

Step 4: Say Your Message(s) Aloud and Focus on Breathing Properly, Pausing between Thoughts, and Using Your Hands.

Follow the same process as above but now remember to use strong, deliberate hand gestures. Do your hands match the rhythm and meaning of your words? If not, you may need to adjust the tone of your voice to match the strength and conviction of your hands.

Step 5: Say Your Message(s) Aloud and Focus on Breathing Properly, Pausing between Thoughts, Using Your Hands, and Making Strong Eye Contact.

By this point, you should be familiar enough with your messages to recite them from memory. Also, your breathing should be comfortable and you should have well-timed pauses. While establishing eye contact, remember to direct one thought to one face. Practice shifting your eyes to engage the entire audience. If you're practicing in front of one person, pick other points in the room to represent different parts of the audience.

If you identify flaws or weak points in your presentation, repeat the appropriate exercise steps to address those weaknesses. A few extra minutes of preparation can significantly increase your aptitude. And remember, if you ever feel overwhelmed or flustered while delivering your messages, recalibrate by breathing and pausing.

Biojax Part 5: Message Delivery Skills in Practice

When we first met Joan Smith in Chapter One, she was aggressively questioned about the price of her company's new biological therapy, Biojax. Even though she was convinced she had a positive story to tell, she was upset by the resulting news report. In fact, her initial comment was "You took me out of context. Where's the rest of what I said?" In subsequent chapters, Joan utilized a collection of messaging tools—the Value Compass, the Problem Solution Formula template, and the Compelling Message Creator—to prepare for an interview do-over in Chapter Six. The final step in preparing for this new interview is for Joan to practice presenting her messages. To do so, I ran her through the preceding five-step message delivery exercise. During the exercise, I used a few special techniques to help her correct flaws and weaknesses in her presentation style. These are all simple techniques that any colleague, family member, or friend can use to help you as you prepare for an important interview or presentation.

For the exercise, Joan and I used a normal conference room containing an oval table and eight chairs. To start, I asked Joan to stand at the front of the conference room and read through the messages she had prepared with the Compelling Message Creator.

Gamely, Joan read through her entire message sheet. I immediately noticed a number of issues. First, she clutched her hands uncomfortably in front of her. Then, as she read through the messages, her voice was monotone and her expression was blank. Also, she repeatedly said "uh" as a way to link ideas, and instead of making direct eye contact, her eyes would wander around the room. Frankly, it was uncomfortable to watch.

Once Joan was done, she asked how she did.

"It's a start," I said, smiling.

We talked about the importance of breathing properly and reviewed the correct way to breathe. "Breathing is the operating system for good communication," I told her. I suggested she write "breathe" at the top of her message sheet. Then I asked her to read through her messages again.

This time, breathing properly helped her slow down a bit and she certainly was better at repeating her messages. However, she still clutched her hands, looked uncomfortable, and linked thoughts with the word "uh."

Once she finished, I said, "You're doing great." Then I asked her to read through the messages again, but this time trying to pause after each thought or idea. "To help you," I explained, "I'll hold up my hand if you're talking too fast or you need to pause to let an idea sink in, okay?"

Joan nodded.

"Also, you have a bad habit of saying 'uh' between thoughts or messages."

"I know, but I can't help it," she acknowledged.

"It's okay. To help you break the habit, I'll clap each time you do it." I demonstrated by clapping my hands together once.

After a couple of deep breaths, Joan started repeating her messages. She was clearly focused on breathing and trying not to say "uh." I only needed to clap twice during the entire reading. When she started speaking too fast or she needed to pause, I held up my hand. But by the end of her messages, she was consciously talking slower and pausing after each main idea.

"Much, much better," I said when she'd finished.

Joan smiled. "It's hard to talk and think about all these things at the same time."

"It's good that it's hard. It means you're trying. Now let's do it again. Only this time, instead of bunching up your hands in front of you, I want you to gesture and use your hands naturally. Like I'm doing right now," I said, gesturing with my hands as I talked. "Okay?"

"Sure," Joan said. She repositioned herself at the front of the room and held out her hands. She seemed ready to start, but then she looked at me. "What should I do with them?"

"Try holding them about chest high and a little farther apart than your shoulders. Now curl and separate your fingers slightly. Like this." I demonstrated what I meant.

Joan mirrored my movements.

"Once you begin speaking," I added, "let your hand movements follow along naturally. And remember, use strong, deliberate movements. No limp or weak hands, all right?"

Joan started reciting her messages again. By this point, she no longer needed her message sheet. About halfway through, though, I stopped her.

"What's wrong?"

"Your hands. You're not really moving them; you're just wiggling your fingers."

Joan frowned. "I don't feel right making bold gestures."

"Not every gesture needs to be bold. Some can be conciliatory, some can illustrate enthusiasm. Your tone needs to match your hands and your hands need to match your tone. They need to synchronize. In some cases that may mean you need to strengthen your voice and vary your tone to match your gestures. In other cases, you may need to strengthen your gestures to match your voice. In this case, you have important messages to convey. People's lives are at stake and strong emotions are involved. Say your messages with conviction and let your hands help animate the importance and the emotions of your words."

"Got it," Joan said. She refocused and started from the beginning. Her breathing was consistent. I clapped once when she said "uh" and I had to slow her down a couple of times, but soon she was emphasizing important words and becoming more animated as she talked. She no longer sounded like she was reading notes or delivering calculated sound bites. Instead, her words and movements reflected a true conviction in her messages and a heartfelt concern for her stakeholders.

When she finished, I said, "That was fantastic."

"It was good, wasn't it?"

"It was great, but let's do it again."

Joan groaned.

"Just one more time," I assured her. I asked her to return to the front of the room. I told her I would still clap or hold up my hand if needed, but now I would add one more signal to help her with making eye contact and engaging the entire audience.

"What audience?" she asked, laughing.

Since we were the only two people in the conference room, I told her I would point to empty chairs around the table to indicate where she should look. "Start by looking at me, then I'll point there or there or there. Once I point, finish your thought or idea before looking to the next part of the audience. Remember, one thought, one face. Are you ready?"

Joan took a couple of deep breaths and started from the top. Now her breathing was natural, her pauses well-timed, and her hands more animated. At first, she was a little awkward in changing eye-lines, but she soon found a comfortable rhythm for finishing ideas, pausing, and engaging different parts of the room.

When she finished, I couldn't help but smile. The improvement was nothing short of extraordinary. I must admit, however, I wasn't completely surprised. I've seen similar results with thousands of students and clients. What is surprising is that such a simple exercise can produce such dramatic change. As I mentioned earlier, you can do this exact same exercise at home or in the office. Just ask another person to observe you and provide the necessary signals to help you alter bad habits and refine your presentation skills. If you, like Joan, take the time to identify and correct your weaknesses, you'll be amazed at how effectively you can engage stakeholders.

Chapter Talking Points

  • Remember to breathe deeply and speak slowly.

  • Use your hands while talking to look natural and help release anxiety.

  • Avoid body language leakage—those involuntary movements that indicate you're nervous or stressed. In particular, avoid head nodding, swallowing, and pursing your lips.

  • Make strong eye contact to ensure listeners are engaged. If addressing an audience, deliver one complete thought to one face or one part of the room before shifting eye contact.

  • Use voice inflection (modulation between highs and lows in pitch) to inject energy and emotion into your messages.

  • Say your messages aloud before presenting them in order to confirm that they're conversational and quotable.

  • Use your messages in your answers even if reporters fail to ask the right questions or stray from your intended subject.

  • Avoid repeating negative words that reporters use in questions. Doing so indicates that you accept the negative premise.

  • If you ever feel overwhelmed while being interviewed or speaking in front of an audience, recalibrate by breathing and pausing.

..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset
3.139.72.78