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\n\t\tOpinions expressed by Entrepreneur contributors are their own.\t<\/p>\n
Being a successful CEO doesn\u2019t automatically make you a great media spokesperson. I\u2019ve coached executives across financial services and other professional industries who can lead organizations, navigate complex challenges and command a boardroom, yet struggle to communicate effectively with journalists.<\/p>\n
Even the most accomplished executives can undermine their credibility by talking too much, making unsupported claims or turning interviews into sales pitches. Fortunately, these mistakes are avoidable. Here are seven I see most often and how to prevent them.<\/p>\n
One of the biggest misconceptions executives have is that they must answer every question a journalist asks. You don\u2019t. Even when a question relates to your industry, it may fall outside your specific expertise.<\/p>\n
Rather than guessing, say, \u201cI\u2019m not the best person to answer that, but I can connect you with someone who is,\u201d or \u201cThat\u2019s outside my area of expertise, but what I can tell you is\u2026\u201d Journalists don\u2019t expect you to know everything. They do expect you to know what you\u2019re talking about. Of course, declining to speculate isn\u2019t the same as evading a legitimate, difficult question about your business.<\/p>\n
A journalist asks a straightforward question, and the executive launches into a five-minute explanation filled with background, caveats and unnecessary details. By the time they make their point, the reporter may have lost interest or run out of time.<\/p>\n
My advice? Lead with the headline.<\/strong> Answer the question directly in one or two sentences, then stop. If the journalist wants more, offer an anecdote or compelling example that illustrates your point. Journalists love stories, but don\u2019t bury your main message beneath layers of explanation. If the reporter remembers only one sentence, make sure it\u2019s the one that matters.<\/p>\n Before every media interview, I coach clients to identify three key messages they want to communicate. Not 10. Not 15. Three. These might relate to your business, expertise, product or the issue being discussed.<\/p>\n Ask yourself: If only three things I say make it into the story, what should they be? Even when a journalist calls unexpectedly on deadline, it\u2019s reasonable to ask, \u201cCan I call you back in five minutes?\u201d Use that time to organize your thoughts, assuming the reporter\u2019s deadline allows it.<\/p>\n Don\u2019t be afraid to reinforce important messages naturally throughout the conversation. Preparation isn\u2019t about memorizing a script; it\u2019s about knowing what matters before the interview begins.<\/p>\n Financial services, healthcare, biotechnology and other specialized industries are filled with acronyms, credentials and technical terminology. But just because a term is familiar to you doesn\u2019t mean the journalist understands it.<\/p>\n I encourage executives to explain complicated concepts as though they\u2019re talking to a family member around the dinner table. Could your mother, grandmother or 10-year-old understand your point? If not, simplify it.<\/p>\n And don\u2019t confuse a journalist\u2019s unfamiliarity with industry terminology for a lack of intelligence. Reporters cover multiple subjects, often under tight deadlines. A question that seems obvious to you may be exactly what their readers need answered. You\u2019re the subject-matter expert. Help them understand.<\/p>\n A media interview isn\u2019t a sales presentation. Journalists aren\u2019t interviewing you to hear how wonderful your company is. They\u2019re looking for information, perspective and insights that help them tell a compelling story.<\/p>\n Statements like \u201cWe\u2019re the best in the industry\u201d or \u201cOur firm offers unparalleled service\u201d aren\u2019t particularly useful. Excessive self-promotion can immediately undermine your credibility.<\/p>\n Instead, share a surprising insight, explain an emerging trend, offer a contrarian perspective or provide a real-world example. It\u2019s fine to provide background about your firm, but don\u2019t hijack the conversation with a commercial. <\/p>\n The best media sources make the journalist\u2019s story better, not their own company sound bigger.<\/p>\n Unsupported statistics, exaggerated claims and overconfident predictions can quickly damage your credibility, especially when discussing financial markets, economic conditions or other complex subjects where forecasts are inherently uncertain.<\/p>\n If you cite a statistic, know where it came from and be prepared to provide the source. If you\u2019re making a prediction, distinguish your opinion from established fact. And if you don\u2019t know an answer, say so. There\u2019s nothing wrong with telling a reporter, \u201cI don\u2019t have that figure in front of me, but I can check and follow up.\u201d<\/p>\n Journalists remember sources they can trust. Don\u2019t give them a reason to question yours.<\/p>\n When speaking with a journalist, assume you\u2019re on the record. That includes casual remarks, offhand observations and comments made before or after the formal interview.<\/p>\n I strongly caution executives about going \u201coff the record.\u201d Many misunderstand what that means or assume they can declare something off the record after saying it. They can\u2019t. Such arrangements require mutual agreement before information is shared, and I generally advise clients to avoid them unless there\u2019s a compelling reason and clearly established terms.<\/p>\n The safest approach is simple: Don\u2019t say anything to a journalist that you wouldn\u2019t be comfortable seeing in print or hearing repeated publicly.<\/p>\n A successful media interview isn\u2019t about demonstrating how intelligent you are, answering every question perfectly or finding opportunities to promote your business. It\u2019s about being a credible, knowledgeable and useful source.<\/p>\n The best spokespeople prepare without sounding rehearsed, offer insights rather than commercials and know when to stop talking. Ultimately, being quotable isn\u2019t about saying more. It\u2019s about having something meaningful to say and knowing how to say it clearly.<\/strong><\/p>\n<\/p><\/div>\n Being a successful CEO doesn\u2019t automatically make you a great media spokesperson. I\u2019ve coached executives across financial services and other professional industries who can lead organizations, navigate complex challenges and command a boardroom, yet struggle to communicate effectively with journalists.<\/p>\n Even the most accomplished executives can undermine their credibility by talking too much, making unsupported claims or turning interviews into sales pitches. Fortunately, these mistakes are avoidable. Here are seven I see most often and how to prevent them.<\/p>\n One of the biggest misconceptions executives have is that they must answer every question a journalist asks. You don\u2019t. Even when a question relates to your industry, it may fall outside your specific expertise.<\/p>\n<\/p><\/div>\n3. Failing to prepare 3 key messages<\/h2>\n
4. Using jargon and underestimating the journalist<\/h2>\n
5. Turning the interview into a commercial<\/h2>\n
6. Making claims you can\u2019t substantiate<\/h2>\n
7. Forgetting that everything you say could become part of the story<\/h2>\n
The best interviews are conversations, not performances<\/h2>\n
Key Takeaways<\/h2>\n
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1. Thinking you have to be an expert on everything<\/h2>\n