Navy SEALs and Mermaids Need Practice Too

What does a Navy SEAL have in common with The Little Mermaid? Well, not much really, but in recent weeks I had the privilege of seeing both live. I promise this will not be a discussion about my diverse interests. Really what the two occasions do have in common is proof that preparation and rehearsal lead to the results you desire.

While attending the annual CounselWorks SummerTime Summit, I had the honor of listening to a member of the Navy SEAL's Team 6, responsible for the killing of Osama bin Laden. As he talked about the lead-up to the mission, he stressed how much preparation and rehearsal they went through before heading out on their mission. This is a group of elite individuals who each obviously knew what he was doing, but running through these exercises allowed them to quickly respond if and when things do not go according to plan. Like, say, one of their helicopters crashing on approach.

I also had the opportunity to sit through a theatrical performance of The Little Mermaid.  This too was a group of seasoned professionals who likely already knew the story, the songs and their lines. But there is a need to practice and rehearse in order to make each performance seamless. Without the right preparation, lines would be flubbed and the timing would be off.

All too often, we have witnessed presentations by executives who clearly had not thought through specifically what they want to say. This is embarrassing for the presenter and uncomfortable for the audience. More importantly, this ends up being a wasted opportunity and can be a bad reflection on both the individuals and the organizations they are representing.

Let’s imagine a senior level executive who is about to speak in front of the Board of Directors for the first time. His idea of preparing is to jot down notes on a napkin just moments before he speaks. The end result is that he stumbles and never quite recovers. 

Now, think about a CEO who is about to give a keynote speech in front of an important industry trade event, which includes clients, competitors, peers and members of the media. He is meant to speak for more than a half hour, but after only a few minutes he runs out of material and exits the stage.

In these examples, both executives knew their subject matter better than anyone in the room. But without giving the talking points proper attention and not rehearsing what was to be said, these opportunities were a huge failure.

At our firm, we view every client pitch, panel discussion and keynote speech as an opportunity to effectively convey a company’s key messages. Approaching each of these events in this manner reinforces the need to prepare properly and rehearse. These are the most critical steps in effective delivery, but are often overlooked, or just not taken seriously.

In an ideal situation, you should prepare and rehearse with a professional coach who can help simplify and organize what needs to be conveyed. You also can try your speech or pitch on your communications team, your colleagues—even your family. Traveling alone or in a time crunch? Look in the mirror and practice out loud what you will say. Work out the kinks, hear yourself say the words, and get comfortable with your content. Enough practice will help you begin your presentation smoothly, keep your audience engaged and allow you to continue with your delivery should you stumble--or if something beyond your control goes wrong.

Melissa Daly has worked in media relations and financial communications for more than 20 years. Melissa formed MFD Communications, a strategic consulting firm, after spending three years at Goldman Sachs as Vice President, Corporate Communications. Prior to that, Melissa was a Director at Brunswick Group, a London-based financial and business communications firm. There, she spearheaded its financial services business in the US, managing communications for hedge fund, private equity, insurance and traditional asset management firms. Melissa also worked at Fred Alger Management, The Hartford and Lipper in communications and media relations roles and has frequently appeared on CNBC and CNN as an industry commentator.   Her experience spans across business sectors and continents.  For more, please visit www.mfdcommunications.com.

The Death of the Press Release Has Been Greatly Exaggerated

We are asked, frequently, about the reported demise of the press release. In some people’s minds, the traditional press release has gone the way of the Fax Machine. We disagree. We believe that the press release is still a useful public relations tool. The problem isn’t that the press release has outlived its usefulness, but rather, some organizations have abused its purpose.

Press releases are an efficient way to blast information about your firm to the broadest audience possible, and an easy way for journalists to find out what is happening at your company. Here we address a few arguments against the traditional release.

•  Social media is sufficient to get our news out. The reality is that not all journalists use social media, or access it throughout the day. Meanwhile, your clients and investors may be prohibited from accessing social media at the workplace.

•  Press releases are expensive. There are cost-effective ways to distribute your release over the primary wire services for hundreds of dollars, not thousands. Asking your sales rep the right questions may yield national coverage on the newswires for a better price.

• No one reads press releases anymore. Not true. People searching for information about your firm will read the release. Reporters read RELEVENT press releases, which bring us to...

• Press releases are useless. Press releases are useful as a delivery mechanism, it’s the content that sometimes isn’t. Load a release with marketing-heavy pitches or too much jargon, then it will be worthless. 

And all the reasons to send out a release? Mark a milestone and show progress at the organization. Drive traffic to your website and keep the media section of your site fresh. Reach reporters, they still use them and are familiar with their structure as a convenient way to find news, sources and ideas. Ensure your company appears in search engine results for key words including your company name and industry, important for reporters and potential clients. Expand your online exposure as press releases reach wider distribution than putting information on your site alone, including sections of news sites that exist simply to republish releases verbatim.

This is obvious to some, but we need to say it: Press releases should contain news. Use press releases sparingly and don’t paper the world. Know what events are relevant and noteworthy. Know when to communicate that news and how best to do it. The best way often is still the press release.

MFD Communications LLC is a New York-based strategic communications consulting firm specializing in key message development and media training with a customized approach. MFD was founded in 2011 based on the premise that broad business and financial services knowledge brings much-needed expertise to the process of crafting a distinct and clear story. At the same time, the firm has extensive and relevant experience preparing executives to present to external and internal audiences, handle press interviews and prepare for critical business pitches. This allows MFD to find the sweet spot where the client's need to communicate the right message and the audience's demand for compelling content intersect. For more information, please visit www.mfdcommunications.com.

Free Lesson In Dealing with Nerves

Media and presentation trainers around the world will now show the clip of a rather thirsty U.S. Senator Marco Rubio giving the GOP rebuttal to President Obama's State of the Union speech February 12. See it here. They will use it in their sessions and discussions about what not to do. We are discussing it here for free.

Many of us have some physiological "thing" that becomes amplified when we are nervous. Swaying. Swallowing. Blinking. Blushing. Public speaking makes most of us uneasy. Know what your "thing" is and learn how to deal with it in advance.

If you get dry mouth, have water available--but closer than 18 inches away. Use Biotene, a mouthwash especially for dry mouth, or Hall's Refreshers. Sweat a lot? Be sure to tell the makeup artist at the studio. He or she will apply extra powder before you go on camera. Leave plenty of time before the interview so that you aren't rushing. Keep a blotting sponge in your hand. Wear light, natural fabrics, never anything heavy, even in winter. Fidgety? Hold a pen. It won’t show on camera or behind a podium.

Regardless of the nervous tick or habit, the most important thing is to prepare. Rehearse what you are going to say so that when your dry mouth, sweating or something else distracts you, you can remain on message and not distract the audience from your story.

For more, please visit us at www.mfdcommunications.com

Why Do They Keep Asking the Same Question?

We are often confronted with this question about questions.  During press interviews, we have watched many executives of varying media savviness look perplexed when confronted with the same question over and over, sometimes asked in different ways. Many of these execs assign bad intentions or ignorance to the reporter.

The reality is that often it’s not the reporters. It’s you. Not the answer you were hoping for, we know. But let's review some of the reasons why a reporter may repeat himself during an interview.

First, you may not be delivering your response in a clear and concise manner.  Reporters need sound bites. They need language that is easy for their readers to understand. Business people are very close to the subject matter and can throw in a few too many acronyms, jargon or respond in lengthy, content-heavy paragraphs. Our advice is to choose your words carefully and keep responses to a basic level that reporters and their readers will understand.

Another thing to keep in mind is that reporters don’t do what you do for a living.  After some interviews, when the questions are repetitive, the person who was just interviewed steps away thinking that the interviewer is not very bright or well informed. Well, sometimes the reporter needs certain topics defined, or complex issues simplified. Reporters spend their days speaking to industry executives and writing. They usually do not have the background that a business leader has, so cut them some slack.

At other times, this may be the reporter’s first opportunity covering the subject matter. The reporter may be filling in for a colleague, new to a beat or new to covering your firm. Taking the time and patience to help educate a journalist can only help in the long run. Journalists need to learn background and perspective somewhere. This is your chance to build a relationship that can benefit both of you for years to come. 

And finally, there are indeed moments when the reporter is trying to get you to discuss issues you simply don’t want to discuss or to get you off message. And he will keep trying; it’s his job. When interviews are on a touchy subject, it is important to prepare talking points and have answers to the tough questions. The most important part of any media interview, whether for print or broadcast, happens before you get in the studio or on the phone. The right preparation will empower you to give clear answers that will both satisfy the journalist’s desire for information and your need to deliver the right message to your stakeholders.

NYRR Blames Media for Fueling Sandy Struggle. A Lesson in Bad PR.

There IS such a thing as bad press. The New York Road Runners gave us this lesson when they made themselves a lightening rod during the debate of whether or not to hold the New York City Marathon in the wake of Superstorm Sandy.  Mayor Bloomberg did not help the situation in the lead up to the final decision by continuing to pursue holding the race. In his defense, commonsense finally prevailed and the event was cancelled.  However, NYRR made its own situation worse by blaming everyone but the storm.

About 14 hours after the decision to cancel the marathon was announced, NYRR sent out an email to its members blaming the media for “…coverage antagonistic to the marathon and its participants, created conditions that raised concern for the safety of both those working to produce the event and its participants. While holding the race would not have required diverting resources from the recovery effort…”

They had 14 hours, if not longer, to think about the content of their email and the message that they wanted to deliver to NYC and the runners.  In the context of their email, this finger-pointing message is the third sentence, and in the paragraph that comes BEFORE mentioning where donations can be made and what NYRR will do with the resources that they have to help those in need. 

The New York Post did a great job pointing out the marathon’s generators, heated tents, food, bottled water and labor of the men and women putting up bleachers and signs. This is what journalists do. The reporters did not make this up. They did not leave their homes in the morning looking to pick a fight with NYRR. They reported the facts and made a reasonable and humane assessment that all of the stuff being used for the race could be used for people who are actually suffering and are unable to get basic human services like heat, food, drinking water and shelter. 

In crisis PR, a half-day to prepare a written statement is a luxury.  There was absolutely no reason for NYRR to write about the negative press they were currently receiving by redirecting the blame to those who were simply highlighting their selfishness.

The appropriate statement could have been “There was a big storm. Sadly, many people lost their lives. You may have seen media reports that we have the very resources that our neighbors desperately need. Although you may be disappointed that the marathon was cancelled, we are sure that you understand that it would not be appropriate to hold this race. Instead, we will redeploy these much needed resources to the areas where they are most needed.”

End of discussion. 

Melissa Daly has worked in media relations and financial communications for nearly 20 years. Melissa formed MFD Communications, a strategic consulting firm, after spending three years at Goldman Sachs as Vice President, Corporate Communications. Prior to that, Melissa was a Director at Brunswick Group, a London-based financial and business communications firm. There, she spearheaded its financial services business in the US, managing communications for hedge fund, private equity, insurance and traditional asset management firms. Melissa also worked at Fred Alger Management, The Hartford and Lipper in communications and media relations roles and has frequently appeared on CNBC and CNN as an industry commentator.   Her experience spans across business sectors and continents. 

Paul Ryan Can’t Answer a Strange Question

Let me start by saying that this is a non-partisan commentary.  On Monday, Paul Ryan was interviewed by a reporter with ABC12 in Flint, Michigan. Like all good broadcast interviews, the topic quickly changed.  Vice Presidential candidate Paul Ryan and his public relations handler didn’t like the direction and instantly ended the interview.  See it here on BuzzFeed. I have written about this topic before and am always drawn to the abruptly ended interview. Mostly because it makes the person who walked off look ill prepared and silly.

Mr. Ryan was engaged in an interview discussing gun laws.  He successfully talked about the need to enforce the current laws. He called it a crime problem, not a gun problem. He then went on to explain the need for improved services in inner cities and that more should be done to address what is at the heart of the crime problem. All good.

The reporter then asked how that would be possible while cutting taxes. Cue the flak who then interrupted and said that the interview was over.  Ryan appeared appalled and accused the reporter of putting those words in his mouth and said that was a “strange question.”  Not really.  A strange question would be something like “boxers or briefs?”

Ok, you are running for a high profile political office.  You will likely have hundreds of press interviews.  The topics you need to be prepared to respond to are always going to be, well, everything.  If you are the Republican vice presidential candidate, you can safely assume that hot topics will include taxes, guns, abortion and your marathon time.  It appears that in this recent interview, Ryan’s prep for a tax-related question was to be pulled off stage.

To be fair, Paul Ryan’s campaign responded to follow-up media queries with the following clarification “Eventually you’re going to see a local reporter embarrass himself.” Well played. Always blame the reporter.  I recall that this worked well when Sarah Palin blamed Katie Couric for her tough line of questioning, which included asking what Ms. Palin read on a regular basis.

Let’s apply Ryan’s performance to the business world. When senior executives are going to be interviewed by the media, they need to be prepared for everything that has to do with their company and industry.  But they also need to be prepared for anything that is in the public domain, or would eventually become public.

The right preparation for any interview should include the basics of the subject you are scheduled to discuss. But as a business leader or other spokesperson, you need to assess what could be asked.  How do we figure that out?  First, look at the paper and see what’s being said about you or the firm and your competitors. Next, think about any industry or regulatory issues.  You also need to consider what you have talked about in the past. Topics that you have been on the record

about are also fair game. Have an answer.

Paul Ryan blew an opportunity to discuss his platform.  The word “taxes” was uttered and mics were ripped off. So instead of everyone discussing Romney/Ryan’s proposed budget plan, the story is now Paul Ryan lost his cool, blamed the reporter and now looks like the kid who walked off the playground and took his ball home.

Melissa Daly has worked in media relations and financial communications for nearly 20 years. Melissa formed MFD Communications, a strategic consulting firm, after spending three years at Goldman Sachs as Vice President, Corporate Communications. Prior to that, Melissa was a Director at Brunswick Group, a London-based financial and business communications firm. There, she spearheaded its financial services business in the US, managing communications for hedge fund, private equity, insurance and traditional asset management firms. Melissa also worked at Fred Alger Management, The Hartford and Lipper in communications and media relations roles and has frequently appeared on CNBC and CNN as an industry commentator.   Her experience spans across business sectors and continents. 

Approving No Quote Approvals

Last week, The New York Times drew “a clear line” against the practice of allowing sources to approve quotes after an interview takes place and before the story goes to print.

During my many years as a public relations professional, I have worked with corporate clients who have made the review process a key part of their media policy before allowing an executive to be interviewed by a journalist. This is a huge ask of any reporter.  It can also be insulting to the interviewer as this request implies that you don’t trust the reporter’s ability to get it right.

Proactively pitching an executive to the press is not an easy job.  Then adding the caveat of requiring a quote check is simply disingenuous.  When you are on the defense, asking for a quote approval seems like your executive or firm may be hiding something.  Mostly, it can give the appearance that the executive cannot be trusted with speaking on the record about a business line or particular issue. None of these perceptions is ideal.

Of course there are rare times when asking for quote approvals may be necessary.  For example, if a topic is particularly complicated and a quote check can ensure accuracy on verbiage.  The New York Times will allow quote checks with the proper editorial approvals.  Likely they won’t grant permission if it’s simply because the executive is inexperienced or unprepared.

Over the years, the practice of quote approvals has become more common. I have asked some reporters why they so easily give in to agreeing to do quote checks. Mostly it boils down to access and in some cases, it’s a corporate-wide policy.  Reporters can’t thoroughly report if no one will talk to them.

How can pr professionals deal with the practice of no longer being allowed to review quotes? Prepare. Before the interview, prepare the reporter with the appropriate background information, which includes facts and figures on the business, and relevant information on the person being interviewed. Then make sure that whomever is being interviewed is well versed on the subject matter and has prepared appropriate answers to anticipated easy and difficult questions. And then do a run-through or mock interview.

Press interviews are like a chess game with a bit of a dance jammed between the moves. One must anticipate the next play but the participants need to work together a little bit for both sides to engage with each other on a long-term basis. The right preparation and practice will make executives and their bosses more comfortable with being interviewed on the record.

Melissa Daly has worked in media relations and financial communications for nearly 20 years. Melissa formed MFD Communications, a strategic consulting firm, after spending three years at Goldman Sachs as Vice President, Corporate Communications. Prior to that, Melissa was a Director at Brunswick Group, a London-based financial and business communications firm. There, she spearheaded its financial services business in the US, managing communications for hedge fund, private equity, insurance and traditional asset management firms. Melissa also worked at Fred Alger Management, The Hartford and Lipper in communications and media relations roles and has frequently appeared on CNBC and CNN as an industry commentator.   Her experience spans across business sectors and continents.