I’ve written in the past about how Immediacy is a strong news value influencing the media scramble to get the latest details on breaking events. I’d like to expand on that theme a bit and explain why it matters to anyone who might get caught up in a breaking news story.
Let’s start with understanding why TV reporters are covering Hurricane Sandy by standing out in the elements while they tell everyone else to stay inside. It’s a stunt, meant to portray two news values that journalists hold dear. Being outside shows locality or proximity to the news and even if the weather gal is in the station’s parking lot she’s obvious out there “in the weather”.
The other news value being played out is immediacy. The weather reporter can look to the skies and tell us about the storm that appears to be rolling in. We get the impression that this must be the…
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A few years ago I was asked to speak to a firm about how they could better interact with their clients. Just recently I came across my speaking notes and the advice is just as valid now as it was then.
- Leave Your Ego at the Door
As an ex-journalist this one was hard for me. But good consulting is not about trying to impress the client with your knowledge and experience. Don’t keep selling after you’ve made the sale. It’s not about saying something smart and – most importantly – it’s not about how you would do it. It’s about how the client can do it and your job is to make that happen.
- Ask Questions Before Giving Answers
If you are at all good at what you do it doesn’t take much information to understand the problem and start to see a possible solution. There are two things wrong with that. The client may not tell you everything right away. Careful questioning will often reveal pertinent details that the client thought were not important. Also, more and more I find that text-book solutions don’t always fit real life problems. Find out as much information as you can and, whenever possible, take time to think about the client’s situation before recommending action.
- Sometimes, the Client is Right
As consultants we need to be as persuasive as possible with our advice BUT if the client chooses another path then it becomes our job is to make that path work (see tip number one). My expertise is in communication, coaching and reputation management, not business so I have to recognize there may be other factors that affect what the client is able to do. I also strive to be open to good ideas no matter which side of the boardroom table they come from.
- Better, Not Best
If you were building a house you wouldn’t keep messing with the foundation while the drywall was going in. By that I mean you must know when to move on and stop revisiting the same issues. Accept the decided course of action even if you believe it’s not the best and try to make it work. If you do performance coaching, as I do, you must also understand when to switch from Teaching to Training. I work my clients to high standards but when they are about to do a speech or an interview I am most concerned with instilling confidence.
Often, after I teach a presentation class, I’m confronted by converts to the power of public storytelling who are eager to know what to do next. Of course I tell them to take every opportunity to stand up and speak but I also suggest they browse www.ted.com for inspiration and examples of great storytelling.
If you’re new to the TED Talks check out the website whose motto is “Ideas worth spreading”. Each speech is 18 minutes long and usually done with minimal or no PowerPoint. All the TED Talks I’ve seen demonstrate how compelling a story can be when it combines knowledge with passion.
I came across another excellent example this week by a woman named Dr. Brene Brown, a research professor who spent 10 years studying why people feel vulnerability and shame. She’s just recently done her second TED Talk but in the first one she explained her transition from a scientist who believed “if you can’t measure it, it doesn’t exist” to what she now calls herself – a researcher-storyteller.
You can watch Dr. Brown’s TED Talk on her website here.
My favorite line is when she says that “stories are just data with a soul”.
Even though we officially celebrate the arrival of a new calendar year at midnight on December 31st, the day after Labour Day has always felt like a new year to me. It stems, of course, from that “back to school” feeling when books and teachers and friends were all shiny and new.
I’ve been out of school for decades but that New Year feeling persists and I also see it in many of my clients. August is a big vacation month but when September rolls around it’s time to get back to business. In the coming week four clients have booked sessions to tune up their presentation skills.
It got me thinking that maybe now would be a good time for some Presentation New Year’s Resolutions;
- I resolve to use no more than 20 PowerPoint slides in a 20 minute presentation,
- I resolve that at least half my slides will be visuals with no more than five words,
- I resolve to tell a story instead of spewing a stream of facts,
- I resolve to be more concerned with my audience than my own nervousness,
- I resolve to have passion and energy every time I speak.
If you follow those five resolutions, you’ll have a great New Year and your presentations will be more persuasive.
The journalism world can’t stop talking about Britain’s latest scandal which involved the hacking of a teenage murder victim’s phone messages. The scandal has already resulted in the demise of one of Britain’s oldest tabloid newspapers, The News of the World. There have been several criminal charges. There have been resignations of news executives and even of the head of Scotland Yard. The British government has started two investigations that may change the face of journalism in England, North America and Australia.
It’s a major crisis, amplified by two things; a slow summer news cycle and journalists’ hatred and mistrust of all things Rupert Murdoch. Reporters (and many politicians) have long been having fits over Murdoch’s right-leaning media outlets such as Fox News. In Britain, he was regarded with fear and suspicion by all aspiring political leaders.
I’m reluctant to write about a story that still has so many scenes to play out but others have already begun to comment on how the crisis is being handled. In doing so, they confuse the illegalities that may have been committed with the crisis response. To what extent Murdoch or his companies are guilty is a different issue than how they handle the allegations. Here are five things he did right in trying to bring the crisis under control;
- He acted quickly. By shutting down The News of the World, he eliminated a target of outrage and was seen to be doing something proactive to fix the situation. Many have questioned his real motive but the newspaper that is alleged to have committed the illegal and egregious acts is no more. He can make the case that it will never happen again.
- He didn’t act too quickly. Many were demanding that he fire his UK newspaper head Rebekah Brooks on the day the scandal broke. But throwing a high ranking executive under the bus early only makes people demand the head of the next highest executive and that’s what happened as the attention shifted to his son and heir-apparent James Murdoch. But when it was clear Brooks would be arrested, of course she had to go.
- He apologized sincerely. In an unprecedented move, he visited the family most affected by the phone hacking scandal in person to say he was sorry. The family’s lawyer described Murdoch as “humbled” and “shaken” and confirmed that he apologized many times to the family. Remember the BP spill in the Gulf of Mexico? Instead of visiting the fishermen whose livelihood was destroyed, CEO Tony Hayward retreated to his private yacht and complained that he wanted his “life back”.
- He’s working with authorities to fix the situation. Both Murdoch and son James agreed to appear before lawmakers and answer questions. Yes, he initially refused but that was the lawyers talking. Things changed when he hired multinational PR firm Edelman Communications. Lawyers worry about liability, crisis communicators worry about credibility.
- He hired professionals. When a crisis hits CEO’s run to their lawyers and that is obviously what Murdoch did as well. As things worsened, however, it became apparent that the reputational damage to him and to his companies could be huge. He turned to communications professionals and the strategy changed from avoidance to accepting responsibility. Lawyers don’t like apologies because they indicate culpability but they are a first step to rebuilding reputation.