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Top 10 Media Training Articles 2006[Become a better spokesperson in 10 articles or less]

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Inside:• The Top 10 Things You Need to Know Before Your CEO Goes On the Air

• The PR Value of an Apology

• PR Leaders Offer Hands-On Insight For Media Training Strategies

• Is This Press Conference Really Necessary?

• A Litigation Communications Primer: Building Your Case in the Media

• PR Personality Profile: One Step Back From the Spotlight

• Creating a Message Map for Risk Communications

• A Look at the ‘Spokespersons of the Year’

• Image Patrol: The Body Shop vs. Tom's of Maine: It All Starts and Ends atthe Top

• Using the High-Tech Touch to Strengthen Your Message

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The Top 10 Things You Need to Know BeforeYour CEO Goes On the AirThe following list preps your CEO for a broadcast TV interview that is more than just a 60-second stock performance update on CNBC's "Power Lunch." (Most of these items are usefulfor print and radio, too.) However, they are not designed to help your CEO brace for othercommunications challenges, such as stakeholder conferences and analyst meetings. The list alsoassumes that you have done due diligence to ascertain the necessary information about thereporter, the angle, and the competing coverage.

1. How well does he know the subject matter for the interview?

It is perfectly reasonable to expect that the CEO has only top-line knowledge of the innerworkings of the organization. You should gain a sense for how he would field a question thatrequires specificity. Avoidance or spin is not good advice. But, there are appropriate andcredible ways to answer a "bull's-eye" question with a "target" answer.

2. What does he think will be the first question?

The first question in an interview -- and how it is handled -- may very well set the tone and the"rules of engagement" for the entire Q/A. It can be disastrous if your CEO is expecting the firstquestion to be a "softball" and it ends up hard and fast and trips him up.

3. What question does he think will never get asked?

CEOs frequently assume that issues resolved will not reappear. They will. Showcase this byhaving the media trainer bring it up in rehearsal. Better yet, do some quick, stealth soft-sounding of your friends in journalism and report back to your CEO.

4. What are his secrets?

What subjects does he consider too personal? In a reporter's mind, nothing is too out of boundsor irrelevant. For CEOs of publicly held organizations, even his compensation and personalsecurity trades are fair game. Prepare your CEO to answer questions about that long-dismissedlawsuit, or that SEC probe, even though the interview is supposed to be about a product launch.

5. What are his affiliations?

Guilt by association is rampant among the media, so make sure you know what organizations,associations, movements, etc., your CEO is associated with and prepare for a reporter toconnect the dots, however accurately or inaccurately.

6. What are his favorite subjects and do they bear any resemblance to the company's keymessages?

As communications specialists, we must always make the connection between the CEO'stalking points and the audiences with whom he is speaking. Often, what the CEO finds mostcompelling does not answer the audience's "WHAM," or What Here Applies to Me?

7. Which reporters does he have the most and least respect for?

This is important so you can have an understanding of your CEO's perceptions of reporters.What are his biases? Based on that information, you can better prepare him for the style andformat of the next on-air interview.


8. Who does he think the main audiences are?

Some CEOs focus most of their energies on strategic partners, some on investors, and stillothers on consumers and/or employees. So, before a TV interview, your CEO needs to bereminded of whom the likely viewers are and the message should be tailored toward them.

9. How can he personalize key messages?

Habitually, CEOs will deliver statistical data that they feel is sufficient in and of itself tosupport their message: "We are the premiere private equity firm because our fundsoutperformed the S&P 500 by 20%." That's O.K., but incomplete. Have the CEO inject somepersonal passion into the sound bite. Why does he believe in these funds? He needs to tell apersonal anecdote that paints a picture to complete the message.

10. How can he close strong?

Even those enlightened CEOs who prepare for broadcast interviews often don't have a plan toend on a high note. Coach him to circle back to the most compelling message when theinterview is winding down and deliver a strong close.

By Jerry Doyle, executive vice president at CommCore Consulting Group

The PR Value of an ApologyOne of the trickier elements of crisis communications involves the apologetic acknowledgementof error. But in crisis communications, as in life, saying "I'm sorry" is never an easy thing to do.In this exclusive excerpt from his new book "Making News: A Straight Shooting Guide to MediaRelations" (published by iUniverse), David Henderson explores the PR value of a making apublic apology in the aftermath of a major crisis. Henderson, formerly an Emmy-winningtelevision journalist and PR industry executive, is a lecturer at the University of Virginia.

I have never failed to be impressed by how a simple, honest apology can defuse the mostvolatile situation, often averting a communications crisis for a corporation or politician.

In another time, in the cowboy film "She Wore a Yellow Ribbon," John Wayne growled "neverapologize, and never explain." But that was then, over 50 years ago in a macho western. This isnow. Today apologies can do wonders.

Consider this example: "Governor John Rowland (of Connecticut) changed his story Friday andacknowledged that friends-including some under suspicion in a federal corruption investigation-paid for work on his summer home," reported Susan Haigh of The Associated Press."Rowland's admission, made public in a statement came ten days after he insisted he alone hadpaid for improvements on the house at Bantam Lake."

Another politician confirms what we believe about most politicians: that they accept payoffs.Yet in this case, Rowland exacerbates his situation by lying and then changing his story andannouncing it in a written statement. A statement! Who's going to believe a written statement?Why not just come clean and stand up in front of the microphones and reporters with notebooksand say something that begins with "I've made a terrible mistake. I apologize, and I'm going todo everything possible to make it right ..."

Rowland was later found guilty and went to prison.


Equally astonishing is the absolute refusal by some organizations and titans of industry to everadmit to any mistakes, even when their hands are caught in the cookie jar. In fact it seems thatthe larger the scope of misdoings and egregious misconduct, the more likely that arrogance willprevent the perpetrators from even considering the value of an apology.

It must be something in the American ethos that a guy who makes an apology is some sort of"girlie man," to borrow Arnold Schwarzenegger's words. Attorneys advise clients to shun theactual word apology in favor of regret.

Did you ever hear an apology from Enron, Global Crossing or Worldcom? Nope. The messagewe heard was one of blame and excuses, seemingly driven by greed and arrogance. We wereleft with the impression that many of those titans of business were just well-compensatedcrooks.

Another example: Hurricane Isabel cut a destructive swath up the east coast of the UnitedStates, leaving hundreds of thousands of people with no power for days. Several of the powercompanies were slow to restore service. It was disclosed in the media that they had cut back thenumber of repair crews needed to upgrade power lines in order to show a better bottom line toinvestors.

Rather than standing up in a news conference and saying simply, "We made a mistake. Weapologize, and we are now working feverishly to restore electricity to your homes," the power-company executives attempted to defend their decisions. They did battle with the news media.They made the media their enemy rather than saying they screwed up. It was classic JohnWayne behavior, circa 1950. Yet today such behavior comes off as incompetence and appearsto emphasize greed over a clear focus on customer service. It wasn't smart, and the companieswere broiled by the public, the media, the politicians and ... the investors.

There are unfortunately far too many executives and attorneys who choose to duke it out (punintended) with tough stances. The worse the situation, the greater the arrogance -- and often thegreater the media feast of one story after another. Denying responsibility or twisting facts,especially in the face of evidence to the contrary, will actually create a news story. Hey, justapologize, make amends, and move forward.

President George W. Bush managed to reduce damage to the reputation of his administration byaccepting responsibility, albeit belatedly, for incompetence by the Federal EmergencyManagement Administration in responding to Hurricane Katrina in 2005. A week after thehurricane, people were still dying along the Gulf Coast, and the region was in chaos, because noaid had arrived from the federal government.

When it was apparent that the government had no plan, and the administration was beingscalded by everyone from the media to both Republicans and Democrats, Mr. Bush essentiallysaid, "We were wrong, we made mistakes, but here's what we are doing now ..." and outlined aplan for assistance. Sadly, though, his apology was not subsequently linked to concrete actionsand timely relief for those whose lives were devastated by the hurricane, giving rise to whatsome Bush administration observers called Bush's "smirk factor," a habit of making an apologyor statement that is, in reality, neither sincere nor backed up by action.

Connecticut-based communications strategist Jane Genova counsels organizations on the valueof creating goodwill through an apology. She said nonapologizers might be smart to exploreusing mea culpa as a power tool, and she shared these examples from her work:

1. Just observe. When anyone makes a sincere apology, we listen. "I landed an assignmentin the mega competitive hospitality industry by recognizing that even the most unhappyguest will be turned around by an authentic and detailed apology," she said.


2. Give up on the "cult of the self." Did the inward, self-focus theory ever work? That'squestionable. In an interconnected, volatile global economy, who can go it alone? That'swhy eastern philosophy of "no-self" is catching on rapidly. If we aren't defending the self,apology comes naturally.

3. Decide if we want to be right /appear to be right or be successful. Surrendering onthis one is the necessary inner paradigm shift that makes apology possible.

4. Ignore the lawyers, initially. We can apologize in ways that won't invite legal action orstrengthen the case of the opposition. After we make a decision to do a mea culpa, then weshould listen to the lawyers.

5. Try out apologizing. When we get the favorable attention of others out there, we knowwe're doing it right.

We are human. We do our best. We are not perfect. We make honest mistakes. In extremelydifficult times, an apology can be an effective and proven method of controlling mediarelations.

PR Leaders Offer Hands-On InsightFor Media Training StrategiesVice President Dick Cheney's now-infamous hunting expedition and subsequent fallout broughtthe importance of media training spokespeople to the forefront of the PR profession. Hiscommunications teams' laundry list of faux pas - including a late release of the story andinappropriate jokes during press conferences - offers a prime example of what not to do in acrisis situation. And while publicity of that magnitude may be the exception rather than the rule,it's a stark reminder of media training's essential role in any executive portfolio.

The first line of defense when an executive is in front of a camera or notebook is preparedness,according to Andy Gilman, president/CEO of CommCore Consulting Group. "It's not just abouttraining executives to answer questions. It's about being prepared. They have to be able to thinklike a journalist."

Preparedness and a journalistic mentality are two things Tom Hanley knows from firsthandexperience. Directing public relations for a children's hospital comes with inherent risks andinevitable crises, so for Hanley's PR team, it's all about preemptive action.

"Train your organization to be ready," says Hanley, director of public relations for theConnecticut Children’s Medical Center. "Develop a crisis team before you need one. Test waysto communicate with staff and develop backups. Doing drills gives you the opportunity to showyou are a professional." His decision to act out crises in a drill format - complete with studentjournalists and PR managers grilling hospital executives - paid off when a real emergency hithome. Not only was his team prepared for the media onslaught, but he was able to anticipate thehot button questions and control the story - two things Gilman emphasizes when he trainsexecutives.

"The best key messages are not created on the fly," he says. "They are there, waiting to be fitinto the interview." He cites five steps to successfully endure media questioning:


• Do your homework: Research the reporter you or your executive will be dealing with,including recent stories he or she has published. This will offer insight into their line ofquestioning, and it will help in preparing for the interview.• Key messages: Understand the key messages you want to convey before the interviewbegins; if the reporter doesn't specifically address them, they can be bridged into otherresponses.• Prepare for difficult questions: Especially in crisis situations, there inevitably will becritical questions that cannot easily be answered without addressing the problem. Rehearseanswers ahead of time that will quickly address the question and then end on a positivenote.• Last question response: The most important question a seasoned reporter will ask at theend of an interview is 'What haven't we covered?' This is the perfect opportunity toreiterate key messages and sum up the interview in a positive light.• Offer to be a resource: Developing a relationship with the reporter increases thelikelihood for a constructive future interaction with that media outlet.

Robert Elek, manager of media relations for Verizon, offers additional advice when it comes tomedia training: While a spokesperson may be the right person for interviews in come situations,others require the presence of the CEO or top executive, and he or she must be willing to acceptthat duty. Cheney's hunting debacle reaffirms this point; his conspicuous silence in the daysafter the shooting drew additional criticism, and it allowed his communications team to botchtheir initial response with careless humor.

And, no matter the scale of the story, Hanley emphasizes that, thanks to the 24-hour news cycle,"You can have a local story become a CNN story in real time." This fact of life necessitatesmedia training at every level of an organization; after all, there's no telling when a story willspin out of control.

"You can have a match turn into a brush fire turn into a forest fire," Elek says. "You never wantto go before the microphone or the notepad without experience. Media training is the time tomake mistakes."

Is This Press Conference Really Necessary?Let's paraphrase Hamlet: "To press conference or not to press conference? That is the question!"Here are nine basic tips to ensure you are following the right PR route before plugging in thepodium microphone.

Is genuine news being announced at the press conference? Don't get carried away intothinking every announcement is genuine news. Press conferences should be reserved forannouncements that have a significant impact internally or externally.

Bring on the all-stars. A press conference demands the heavy-hitters at the podium. Anyonelower than the president-chairman-CEO level should be shooed away from the microphone. Ifthe announcement involves the introduction of a celebrity spokesperson or endorsee, make surethat name-star is present.

Don't try to spin away the bad news. If the press conference is being held to formally presentanticipated bad news (such as layoffs or shutting down of facilities), be upfront and honest inaddressing the issue. Don't try to spin this into a forward-thinking commercial with the bad


news as an aberrant blip mentioned as a seeming afterthought. The media shares a trait withdelicatessen workers: They are experts at slicing baloney.

Location, location, location. If the announcement is related to corporate news, hold the pressconference at corporate headquarters. If that is not feasible and you have enough time, rent aballroom at a classy hotel that can accommodate media set-ups. Holding the press conference ata PR agency's office may give some media people the impression that it is not "real" news.Also, try not to hold it outdoors (where uncooperative weather and external noises are beyondcontrol).

Timing is everything. If it is possible, try to hold the press conference in the morning -especially if you are seeking TV coverage. This will enable the story to appear on noontime TVnews reports and get positioned in a better slot for evening TV news. If you are not angling forTV coverage, the morning is also better for getting your story in a prime spot on the news wiresand Net-based news services. If the announcement is financially negative, don't wait until after4pm - the impact of bad news is not ephemeral and the markets will react accordingly whentrading resumes in the morning.

Supply press kits. Make sure there are plenty of up-to-date press kits available with all of thekey news items, talking points and company background handy. Make sure this informationgoes live on your online newsroom simultaneous with the press conference. (If you don'talready have an online newsroom, build one.)

Keep your own video record. Make sure you have your own cameras set up to videotape thepress conference. This could be used either for reference, or for creating VNRs or promotionalvideos.

Don't wing it. Never allow the person at the podium to get in front of the press withoutthoroughly preparing sample questions that may be asked. A press conference is no place for"gotcha" moments (remember when President Bush was baffled when asked if he saw"Brokeback Mountain"?).

A Litigation Communications Primer:Building Your Case in the MediaThe cliché that seems to be repeated in every high-profile civil case is an attorney telling thepress that he or she will "not try this case in the court of public opinion." More often than not,this is a sign that the client is not faring well, and the hope that the less said, the better.

But hope isn't much of a strategy and more attorneys are realizing that a well constructed andimplemented communications plan can greatly aid their clients.

Playing Offense for the Defense Bar

Defense counsels know this all too well. In today's legal media environment, the plaintiffs holda strong advantage. They often define the case first, setting a bar for the defense to overcome.The defense is left with two choices: Play catch up quick, or duck and cover.

Chances are the media are going to report whether or not you cooperate with them. Of course, ifyou choose not to engage, you risk having your client perceived as evasive or having something


to hide. Instead, you can level the playing field by understanding what the media needs, andhow to use that to your advantage.

Understanding Legal Media

The legal media today possesses an omnivorous need for information. This is true for a numberof reasons. First and foremost is the new found and continuously growing appetite for legalnews. In the past, most cases slipped well below the mainstream radar, but now cases are oftentreated as headline news. With 24-hour news channels, a proliferation of sites on the Internet,cable channels like Court TV, and legal writers for papers, journals and trade publications, thecompetition to scoop and report on major cases has spawned an entire industry of legal news.

The people involved in this industry need information to keep their reports, articles, posting andstreaming coverage going. If you or your client won't help them, they will most likely be talkingto the competition. Being helpful and accessible can only help your cause, even if it is politelyexplaining why you can't be more forthcoming on a particular point. If reporters know they mayget something important from you, they are less likely to attack you in the short-term.

In addition, all clients have interests beyond their current case. Particularly for celebrity andcorporate clients, their public perception is integral to their ability to move on from their legalmatters after a decision or deal is reached. Without a proper communications plan to frame atrial as it unfolds, clients are left scrambling after the fact to come up with answers that wouldhave been easier to address with a steady flow of information and messaging. Failing to addresscommunications can put them in a position of winning the battle, but losing the war.

Winning Strategies

Here are a few suggestions for helping your client navigate the rough seas of legalcommunications:

• Communicating effectively is a critical element in managing the risk that litigationpresents to a company. Your clients are best served by a communications strategy thatallows them to be heard, to recapture the debate and to get their messages across to targetaudiences.• The media and key audiences need timely, factual and accurate information. If you arethe one providing it, it improves your ability to tell the story from your client's perspective.• Don't ignore internal audiences who can help advance your story. It is important not onlyto communicate your position to external audiences, but also to the internal audiences. Acompany's employees can be powerful spokespersons, but only if they know the facts.• Deal openly and fairly with the media. The level of transparency depends on the type ofcase. Stonewalling creates an impression that you are hiding something, especially if youmake it harder for the press to access materials that will eventually become public.• Have a clear objective and know your audiences before you start talking to the media.Legal communications are not just about getting the best headline, they are about knowingwho you need to connect to and getting your message to them.

It is naive to think that participants in high-profile legal cases can ignore the media. If the mediais covering a case, the only choice offered is whether to tell your story, or let your opponentstell it for you. If you choose the latter, your opponent leaves you in the deepest hole he can dig.

By Jeffrey Sandman, CEO of Hyde Park Communications


PR Personality Profile: One Step Back From the SpotlightIt is one thing to promote products or services. But how about promoting ideas or opinions -particularly those relating to hot-topic issues that polarize Washington lawmakers and thegeneral public?

That's the latest challenge facing Patrick C. Doherty, the new director of communications at theCenter for National Policy, a non-partisan national security think tank based on Capitol Hill.Doherty joined CNP in April, following a two-year stint as senior editor of the highly influentialonline daily journal TomPaine.com. For Doherty, trading in a high-profile editorial position fora behind-the-scenes opportunity at CNP has not been a problem.

"There is a great aphorism here: You go far in Washington if you don't take credit," he says.

Doherty plays a crucial role on the new team brought in to revitalize the 25-year-old CNP'sstanding as a leading force in political commentary and public policy dialogue. Under theguidance of its president Tim Roemer, a former Indiana congressman and a member of The9/11 Commission, CNP is seeking to raise its visibility. Doherty's work has been vital in gettingthe CNP into the high-profile media outlets.

"We are building our name recognition in Washington and, to a certain extent, outside of theBeltway," he says, adding that he's already placed op-ed pieces for CNP including a provocativepiece by Roemer called "Enough Already" that ran in the April 29 edition of the New YorkTimes and sparked heated media debate about a possible Democratic landslide in November'selections.

Doherty's PR training could be traced to his pre-media career in the field of post-conflict peace-building and conflict management. During a ten-year period he worked for Catholic ReliefServices in the Balkans and Caucasus, the Conflict Management Group in Ethiopia, theUniversity of the Witwatersrand in South Africa, and the Institute for Multi-Track Diplomacy inIsrael and the Palestinian territories. Despite these intensive assignments, Doherty does notautomatically view his new assignment as easy.

"I don't know if 'easy' is the way I'd put it," he says. "They're all different challenges, requiringdifferent tools and strategies. Obviously, challenges need to be addressed more formally inWashington versus the Balkans."

Creating a Message Map for Risk CommunicationsIf everyday media training requires careful planning of messages and solid proof points, Riskand Crisis Communications ups the ante on the need for planned, focused and fact-supportedcommunications. Whether it's a product recall, environmental issue, terrorism or labor dispute,it's critical to develop and think through messages.

"In a crisis or emotionally charged situation, people's capacity to process information typicallyis reduced by 80%," says Joe Wojtecki, senior fellow at the Center for Risk Communications.While a spokesperson thinks he is communicating clear, objective information, the audiencemay not be listening (or even capable of hearing due to the level of emotional involvement) orresponding.


Wojtecki and others who conduct research and practice in the field of Risk Communicationsadvise clients against getting caught up in the heat of the moment.

Rather, they advise their clients to be "concise, clear and brief." This tracks with the generalrules of Media Communications that a few messages, delivered frequently, is much better than alaundry list of messages scored only once. And when communicators are responding toquestions from the press, regulators and the public, this means finding opportunities to "bridge"back to the critical points.

The Center for Risk Communications applies additional discipline to the creation of messages.They use a term called a "Message Map." Wojtecki and colleagues try to confine riskcommunications to three key messages. Each message has three levels. The first level is the topline message. Second are facts that support the key messages. The third level of a key messageconsists of proof points that can be used if a spokesperson is challenged on the facts.

To teach the concept and the need for discipline, Wojtecki quotes Julius Caesar: "Veni, Vidi,Vici." "I came. I saw. I conquered." Using the formula, the first key message (circa 47 BC) was:"I came." One probable supporting fact: The journey was long and hard. If pressed, the proofpoints could be the number of days traveled by Caesar's troops, the height of the mountains andthe depth of the valleys. Second supporting fact: We suffered heavy losses along the way. Proofpoints here would include: the number of troops who fell ill or were injured, as well as thescarcity of food and water.

The same level of detail can be provided for "I saw" and "I conquered." For the communicatorin risk communications, this process can be very powerful. It allows for broad statements thataddress the emotional aspects of an issue, but each one is backed up by verifiable facts.

Wojtecki says that when he's running a message map session he wants to have three groupsrepresented: subject matter experts who know the facts and the various levels of proof points;managers who can make decisions, and communicators who will deliver the messages.

The Message Map process is hard work. It goes much further than expressing care and concern- two essential elements of public and media communications in a crisis. In a communicationsworld where preparation is critical, the Message Map can pay dividends.

Map It Out

The Message Map process helps in two ways:

• The Message Map process helps communicators get and keep a seat at the table. All toooften, the communicator is told to deliver messages without being part of the process fromthe get-go. The Message Map is driven by communications and other disciplines - law,regulatory, financial and engineering - that are impressed by its fact-based approach andrigor.• The Message Map can also be employed by a communicator to make it easier to notanswer every conceivable question that comes up in a crisis or risk communicationssituation. These situations are driven by reporters looking to break a story by asking lots of"what if's?" Communicators who have learned their lessons not to answer hypotheticalquestions often feel they don't provide enough information to reporters and the public.Having a few, well-documented messages that all have agreed on will instill moreconfidence in the media that the organization actually has something valuable to say.

By Andy Gilman, president of Washington, DC-based CommCore Consulting


A Look at the ‘Spokespersons of the Year’The most talented print, broadcast and crisis media spokespersons were recognized and honoredfor their skills and ability to effectively deliver their organization's messages in a crowded,competitive 24/7 news environment.

At ceremonies held in New York and Washington in November/December 2005, PR News andCommCore Consulting Group announced the winners of the First Annual Spokesperson ofthe Year Awards. The winners represent a broad and diverse array of top-level executives fromcorporations, non-profits and government agencies.

The winners by category are:

For-Profit Spokesperson of the Year for Television and/or Radio: Andrew F. Puzder,President and CEO, CKE Restaurants, Inc. While the CKE Restaurants name may not befamiliar to most people, its famous chains Carl's Jr. and Hardee's will ring a dinner bell. In theface of tight competition from larger and better-known fast-food chains, Puzder was front andcenter during the past year with two major hamburger campaigns that provoked a storm ofcontroversy.

When the Center for Science in the Public Interest dubbed the Hardee Monster Thickburger"food porn," Puzder went before to media to playfully brush off the complaints by declaring themeal (consisting of two 1/3-pound Angus beef patties) "not for tree huggers." When Carl's Jr.presented a commercial with a scantily clad Paris Hilton hosing down a long black Bentleywhile biting into the chain's Spicy BBQ Six Dollar Burger, Puzder hit the airwaves andsuccessfully deflected complaints from the Parents Television Council condemning the racyad.

(Honorable mention: Linda Dano, Eli Lilly & Company)

For-Profit Spokesperson of the Year for Print and/or Web (Tie): Will Cross,Spokesperson, Novo Nordisk, Inc.; Martin Taylor, General Manager for PlatformStrategy, Microsoft Corporation. Will Cross is a 38-year-old high school principal withdiabetes. He is also a world-renowned mountaineer and polar adventurer. As the spokespersonfor Novo Nordisk's "NovoLog Peaks and Poles Challenge" Cross proved to be an innovativespokesperson for diabetes management (not everyone has to consider insulin usage whileclimbing Mount Everest). Cross was at home in media interviews, health fairs and luncheonswith medical professionals. As a result of having Cross as the spokesperson for NovoLog, thebrand's market share increased more than 50% since 2003.

Martin Taylor took on one of the most challenging communications tasks facing Microsoft: thecompetition from the rival Linux operating system. Taylor deftly took the challenge byengaging key Linux community members and customers for their input, attending competitivetrade shows and seeking out tech industry journalists and analysts for their insight. Taylor oftenwent into media opportunities where no Microsoft officer had previously dared to venture, mostnotably a Q&A with the editors of Slashdot, the online community forum that long championedLinux over Windows.

(Honorable Mention: Ed Stewart, Southwest Airlines)

For-Profit Crisis Spokesperson of the Year: Robert Elek, Media Relations Manager(Southeast), Verizon Communications.

In November 2004, contractors installing portions of Verizon's fiber optics network in theTampa area accidentally severed several water lines. A 12-foot-wide hole, created when anicked sewer line washed out the support for the road above, abruptly caved out under a car at a


stop sign. The car was not swallowed up by the hole, but Verizon's reputation nearly sank downthat vortex.

Verizon spokesman Robert Elek came to the rescue, making himself available to the media atall times (including on-site interviews). Elek did not try to brush aside Verizon's responsibility,but he also emphasized the inexact science of underground installations and brought the mediato worksites for up-close demonstrations. He also focused on the economic impact of the fiberoptic installations, explaining in depth why Verizon was digging underground and what thecompleted project would mean to the region. As a result, Verizon's image in the Tampa marketshowed no signs of damage with the general population or the local business community.

(Honorable mention: Rosetta Jones, Visa USA)

Non-Profit Spokesperson of the Year for Television and/or Radio: Ken Capps, VicePresident of Public Affairs, Dallas/Fort Worth International Airport

Ken Capps began his career at the world's third-busiest airport on September 11, 2001. Yetsince that tumultuous day, Capps has been an indefatigable PR strategist whose creativity andvision helped to turn the airport into a more invigorating and positive experience for its millionsof travelers. Capps initialized the airport's Art Program, which presents the works of NorthTexas' art community in the bustling International Terminal. He also led a massive communityawareness campaign to recruit more than 1,000 volunteers to greet arriving flights every day.Many of the arriving passengers are members of the armed forces (DFW is one of two airportsto host the U.S. Military's Rest and Recuperation Program, who responded with mass gratitudeat the cheerful welcome they've received upon landing at DFW.

Furthermore, Capps has successfully positioned the airport's recent expansion (including a newterminal) as a key effort not only in the state and well-being of the Dallas-Fort Worth economiccommunity, but it strengthening the American air transport system in the post 9/11 world.

(Honorable mention: John Drengenberg, Underwriters Laboratories, Inc.)

Non-Profit Spokesperson of the Year for Print and/or Web: Mayor Kristen Jacobs,Broward County, Florida

Most politicians have their own PR spokesperson, but in this case the Mayor of Florida'sBroward County is cited for her extraordinary work in communicating the depth and scope ofthe local government's mission. Jacobs declared 2005 the "Year of the Environment" andwelcomed the Broward County population to work with local government to ensure the highestquality of environmental standards and controls. The eco-focus is crucial for the future of thisfast-growing county: 1.7 million residents (including many retirees new to the area) who livebetween the Everglades and the Atlantic estuaries. Not surprisingly, the water demands of thecounty are already being seen as facing future peril.

Jacobs re-emphasized the importance of NatureScape Broward, a countywide program thatcertifies yards that use minimal water in their landscaping and favor native plants. Her pressoutreach also includes the business media, and she has brought home the point thatenvironmental concern is crucial for the economic health of the county (she is a vocal advocateof energy-efficient "green buildings").

(Honorable mentions: J.C. Benton, Ohio Department of Education, and Dr. Stuart Weinstein,President, American Academy of Orthopaedic Surgeons)

Non-Profit Crisis Spokesperson of the Year: Tom Hanley, Director of Public Affairs,Connecticut Children's Medical Center. Hanley rose to the challenge of crisiscommunications in February 2005 when a seven-year-old visitor was responsible for anaccident at the Hartford-based pediatric medical center that resulted in the death of an eight-


month-old patient. Facing an intensive investigation by the state Department of Public Healthand a skein of damaging articles by the local media, Hanley coordinated the CCMC's crisiscommunications program.

Working with senior management, Hanley developed strong and focused talking points for allmedia interactions. Since Hanley had already established secure relationships with the localmedia (he has been at CCMC for the past nine years), he was able to maintain civility whilefielding press inquiries.

As a result, the CCMC maintained public goodwill during the difficult crisis period. Thelooming threat of slashed state funding did not come about, due in large part to Hanley's successin conveying the message that CCMC is a safe place for children to receive medical attentionand that a thorough investigation into the accident would determine those unfortunatecircumstances would never be repeated.

(Honorable mention: Cameron Ballantyne, American Red Cross, National Capital Area)

Enter PR News Awards programs at www.prnewsonline.com

Image Patrol: The Body Shop vs. Tom's of Maine:It All Starts and Ends at the TopThe notion that April showers bring May flowers obviously originated with the sameintelligence sources that told us that Niger had yellowcake. I don't know about you, but aroundthese parts, April showers wash away the last of the dirty snow and what pops up is the detritusof any long winter -- half a dozen gloves, soggy newspapers, broken snow shovels and beercans.

Similarly, any lingering doubts that the social responsibility movement had come of age wereofficially been wiped away recently when L'Oreal agreed to buy The Body Shop and Colgatepurchased a controlling interest in Tom's of Maine. And just like those spring rains, what wasleft was pretty ugly.

Now in the interest of full disclosure, I've known the leaders of both companies, Dame AnitaRoddick and Tom Chappel, for well over a decade. Dame Anita got my attention when shestood in front of 500 people and answered a question about how her investors felt about herpolicies by saying: "Stuff the Shareholders!" At the same meeting, Tom Chappel talked abouthow his degree in divinity at Harvard shaped his corporate mission statement. They brought awhole new meaning to corporate governance long before it was fashionable.

Which is why the recent sale of both of their companies sent such shockwaves through themarketplace. What was most curious was how the marketplace and the media responded sodifferently to the two announcements.

The Body Shop announcement was greeted by loud jeers throughout the media and theblogosphere. And the jeers had an impact. Recent data from YouGov on the brand preference ofthe Body Shop reports its buzz ranking has dropped ten points and its customer satisfactionranking dropped 11 points. And the bloggers clearly did not accept the notion that L'Oreal wasbuying the Body Shop to become more socially responsible.

Tom's of Maine announced its deal just four days later, but received a far kinder and gentlertreatment. Most activists took a wait-and-see attitude and the vast majority of press coverage at


least included the information that Tom and his wife Kate Chappel intended to stay involved inthe business.

And that's the difference. Dame Anita Roddick told the press last December that she hated thebeauty biz, was leaving the world of commerce, and was giving away her wealth. So when shesaid that she'd remain involved with L'Oreal, no one believed her.

The most interesting part of both of these leaders is that they both took lessons from the guywho got it completely right. When Gary Hirschberg, CEO of NH-based Stonyfield Yogurt, solda stake in his company to food giant Group Danone, the overarching message was: Stonyfield isgoing to teach the French how to do organic right. And guess what, that's exactly whathappened. The key to Stonyfield's success was the consistency of message followed by equallyconsistent actions and it all came from the top down.

By Katie Paine, CEO of KD Paine & Partners

REPORT CARDS:

Body Shop

Criteria Grade Comments Advice

Extent ofcoverage

F The news received national as wellas international coverage, hardlysurprising given the ubiquity of thebrand. What was particularlydamaging was the follow-oncoverage of the drop in buzz scoreand customer satisfaction.

Pay attention to the blog buzzand other "influentials" on fansites etc. on an ongoing basis.Some of the calls for a boycottmight have been averted ifL'Oreal had a better relationshipwith the Blogerati.

Effectiveness ofspokespeople

F The problem is that spokespersonDame Anita Roddick has beenquoted innumerable times slammingthe beauty business. When thepresident of the worlds' largestbeauty business, L'Oreal CEO SirLindsay Owen-Jones said it was aperfect fit, and that Dame Anitawould stay on as a consultant, itmade no sense to anyone.

There are three rules ofsuccessful mergercommunications: Consistency,consistency, consistency

Communicationof key messages

C The message that the merger was agreat deal for the shareholders andfor Dame Anita and her husbandcame across loud and clear. Lost inthe melee was any message that theL'Oreal would respect the valuesthat The Body Shop stood for.

Yes, pacifying shareholders iscertainly important, but just asimportant, particularly whenyou're dealing with issues ofsocial responsibility are thecustomers, activists andemployees.

Management ofnegativemessages

D Lots of activists were quoted at thetime of the merger, but they almosthad it under control until YouGovannounced the dramatic drop in TheBody Shop's buzz rankings.

Think ahead to a worst casescenario. How are you going tocommunicate to yourconstituencies if the stock pricetanks or the preference numberstake a dive?


announced the dramatic drop in TheBody Shop's buzz rankings.

constituencies if the stock pricetanks or the preference numberstake a dive?

Impact onconsumers

F What more can you say when anindependent company announcesthat the impact on customersatisfaction is down 11 points amonth after the merger? Theproblem was that the Body Shophad built great relationships with itscustomers and L'Oreal hadn't.

Remember that your mostimportant constituency is thepeople that buy your products,not the people who buy yourstock. In today's environment,shareholders are fickle, but if thepeople who buy the products goaway, there's nothing left.

Impact onemployees

D Between mixed message from theCEO, the founder and their newboss, I wouldn't be surprised ifemployees were a bit demoralizedfrom the experience.

Inconsistency is just asdamaging, if not more so, onemployees as it is on yourcustomers.

OVERALLSCORE

D- Lack of consistency, mixedmessages, and marriage with "theenemy" are always recipes fordisaster.

Marriages of any sort are the truetest of a relationship and if you'remarrying someone your friendsdon't like, you'll have to make alot of extra effort to get them tothe wedding.

Tom's of Maine

Criteria Grade Comments Advice

Extent ofcoverage

A-/B+ While it didn't get the internationalcoverage that The Body Shop purchasedid, it was widely covered particularlyin the New England media.

Pay attention to the localmedia. It's what youremployees read, and its whatyour most loyal customersread as well

Effectiveness ofspokespeople

A Tom Chappel was present, effective andconsistent in his communications

Be consistent in word ANDbehavior- not just on the dayof the merger, but for theprevious six months.

Communicationof key messages

A The notion that Colgate would helpbring Tom's into new markets and thatTom's would help Colgate succeed inthe "naturals" marketplace came acrossloud and clear.

Make the message sointrinsic to the reason for themerger that the media can'thelp but communicated it.

Management ofnegativemessages

B Tom's has a significantly lower profilethan The Body Shop - in part due to thedifferent characters of their founders.As a result, few stories contained themessage that Tom's was marrying "theenemy," although there were a fewreferences to Tom's becoming "UncleToms."

The higher the profile, thebigger the target you makefor the disgruntled multitudesknown as cyber whinersand/or Blogerati


Impact onconsumers

A Because the message that Colgatewanted to become more like Tom's wasso clearly communicated, chances arethat consumers will for the most partrespond positively

If you frame your message interms that the consumer willappreciate and benefit from,chances are much greater thatthey'll be excited about a buyout.

Impact onemployees

A The fact that founders Tom and KateChappel are retaining a 16% interestshould help alleviate fears ofabandonment on the part of employees.

Changes is the biggest fear inany employees life, so themore you can assuage thefears that life is going to beradically different under thenew owners, the better off itwill go.

OVERALLSCORE

A For a marriage to a former "enemy" thisone went as well as might be expected,thanks to the consistency and leadershipof the founder.

Charismatic leaders willalways attract attention. Justmake sure it's the type ofattention you want and need

Using the High-Tech Touch to Strengthen Your MessageIt's TiVo nation! The U.S. consumer has multiple choices of where and when to find news andinformation, and they can scan, zap and skip to the parts they want to see, read or listen to likenever before. Organizations, including news media (both professional and "citizen journalists"),now have simpler and more sophisticated ways of distributing information.

Whether it is RSS, wiki, webcasting, podcasting or blogs, information is flying out to audiencesat the speed of light, and it is incumbent upon all communicators to be aware and utilize it toyour and your clients' advantage.

So, now more than ever, these innovations are important from a Media Preparedness/MessagingPOV. Here are three ways all communication professionals can use the latest innovations.

Complete the Story

How often have you felt that an article in a traditional news medium - like a mainstream daily -offered an incomplete portrayal of the story or the individual? After all you've done to providebackground and press materials (including the preparation of your messages and thespokesperson and the booking of the interviews), you and/or the client find the resulting articleis unfinished or unflattering? What recourse do you have? Until recently, there wasn't muchother than the letter to the editor.

But today, there are online communities of targeted, interested parties where you can post the"whole story." You can establish or re-establish context and explain in more detail your point ofview. If possible, this option should be exercised every time you or your client is featured orquoted in a story - not just when you were portrayed negatively or you're in the throws of acrisis. Never miss a chance to underscore or elaborate on a message. But, of course, when incrisis or managing an issue, strategically participating in a blog (or running one) or, moredirectly, in your Web site can help you restore calm and confidence with your constituents.


Unbury the Corrections

When a publication owns up to a mistake, where do they post it? On the front page? In a full-color supplement? In large, all-capital font? No, of course not. These corrections are buried inthe publication on the bottom of the page, often in smaller print. This will hardly undo thedamage done the day or days before.

If it is a big enough error, many communication professionals counsel their clients to submit anop/ed to address it. But, what if the letter doesn't get published? Or, what if the correction, whileimportant, does not rise to the level of calling in those critical media favors to get the op/edpublished?

In either case, use a blog or the press section of your Web site to "unbury" the correction. Then,take that opportunity to provide your side of the story and add in a positive message to boot.

Open the Executive "Door"

Remember the old "Open Door Policy" that so many companies claimed to have? The ideabehind it was that any employee had access to the CEO and upper management to expressgrievances, make suggestions, air complaints or to simply get straightforward answers from thetop. For a variety of reasons, this is a difficult promise to keep. For the most part, managements'hearts are in the right place, but it is a logistical nightmare.

With today's technology, the corporate communications team can bring back the open doorpolicy through a blog or online bulletin boards and can more efficiently respond to employees.This works even for the far-flung employees around the country and the globe. Other tacticsinclude internal webinars and chat rooms. Options include allow employees, customers, vendorsand stakeholders to post questions and comments.

And, for public companies you can even extend this to shareholders, investors and the media.

Live meetings, conferences, webcasts and teleconferences have all been around. The differenceis that the blog route allows for a much more controlled atmosphere, and you can providethoughtful, researched responses. How many times has a CEO complained that he wished hecould provide the detail that his constituents want? But, understandably, he will not haveeverything at his fingertips when asked a question during a live forum.

Blogs can help put the humanity back into the C-suite and allow for complete and usefulanswers and solutions for employees and stakeholders alike. There are many ways to use theseinnovations, but from a message crafting and distribution standpoint, these are a critical few.

By Jerry Doyle, executive vice president at CommCore Consulting Group

HIGH STAKES COMMUNICATIONS

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