A question I get asked a lot is how much interview preparation is necessary and how far should a communications person's influence go? As you can imagine there isn't such a thing as a one-fits-all solution. Each CEO is different and you have to make adjustments. Some are naturals and all you need to tell them is how much time they have got. Others need intensive guidance. There are however ten basic points that I found very helpful for a good interview.
1 The most important thing is to identify the main messages you want the journalist to go away with. Ask your CEO what kind of headlines she or he would love to see. Ideally not more than three. These messages need to be practised and underpinned with stories the CEO can easily relate to. The best stories and anecdotes are personal. Insights into the CEO's life. Even better when these include customers. Sometimes they can lead a follow up interview between the journalist and customer.
2 Practise. That doesn't necessarily mean memorising from a pre-drafted Q&A sheet because it's still written language and could result in the CEO stumbling over remembering the end of each sentence or paragraph. Even professional actors who are used to memorising long dialogues get it wrong. And let's face it, which CEO has the time to memorise two pages of Q&A? By all means have a piece of paper with cues and a few keywords to jog the memory. Use those keywords and related stories to practise the answers. For interviews it's always better to have CEOs using their own words. Unlike speeches that can be read from a script. Make sure the last practice session ends with a CEO feeling stronger towards the interview, not a with a confused and insecure CEO.
3 Have a fact sheet prepared so the CEO can focus on the story and doesn't have to worry about all the latest figures. Of course he should know latest financial figures and main targets and time line, but the CEO is there for the bigger picture, the strategy, the economy not all the tiny details. The journalist will appreciate that too and can focus on personality and content.
4 Set expectations. What is the purpose and what is the outcome of the interview? Will there be coverage, is it purely for background information and to strengthen the relationship? One of my first experiences with a CEO stems from a media trip when I was a junior and the head office didn't relay my briefing document saying that no coverage was expected. Of course, the CEO expected coverage and it took an intense meeting afterwards to smooth things over. And while it became my best client, it's better to avoid this from the beginning.
5 Don't say things you wouldn't want to see in print. 'Off the record' doesn't exist. Even if you have an excellent and long term trusting relationship with the journalist. If the story or comment is worth the risk, and journalists love controversial views and scoops, it will be used. Better to be safe than sorry. Related to that I would advise focusing on things that can be said instead of those not to say. Maybe mention that story A is better than B but under no circumstances, tell him on the day not to talk about 'the lay-off of 3,000 employees because it hasn't gone through legal yet'. In order not to mention it, the brain will have to remember it too, and during a grilling interview it could easily slip out. Better to give the CEO positive things to focus on.
6 Setting of the environment. Especially if photography or filming is involved. The room should have enough light for pictures. Sitting arrangements should be equal. Not the big boss leather chair for the CEO and the journalist on a stool. Don't use the large conference room either and aim for a clutter free background. Clothing patterns and colours need to be suitable. If there are time constraints (radio and TV in particular) I would also agree a signal to indicate how much time is left (fingers indicating minutes). It can also be helpful to agree on a sign if something is factually wrong and the take needs to be shot again.
7 If filmed, the communications manager should check how the interview looks on the monitor and if necessary step in. Classic examples are seeing a pen with a clear logo of a different company, shoe labels under the soles and sometimes 'funny' cuff links that just send the wrong message. Perhaps carry a spare pair in your pocket for those occasions. And the leather trousers stay home of course.
8 I wouldn't worry too much about body language. It's different when speaking on stage in front of a crowd but during a seated interview there is little body language that can be used to enhance a message. Make sure the CEO feels relaxed and friendly. I never had an issue with body language that caused an article or recording to work against the intended purpose. Or a journalist homing in on an idiosyncrasy.
9 If it's the first ever interview for the CEO, a certain element of nervousness is expected. Like in any other new and important situation. If asked I remind people of previous experiences they mastered – CEOs usually have had their fare share. In addition, the journalist has had many nervous spokespeople and often knows a few methods to relax the interviewee, too.
10 Lastly, make sure the CEO knows the name of the journalist and the media outlet. There is nothing more embarrassing and damaging than forgetting, not knowing the name or using the wrong name. Introduction and a business card ahead of the interview are good reminders.
For a great example of an interview going from tough to catastrophic watch when the CEO of the British Dental Association lost his cool. And seeing the second take towards to end of that video, it would have been avoidable.
1 The most important thing is to identify the main messages you want the journalist to go away with. Ask your CEO what kind of headlines she or he would love to see. Ideally not more than three. These messages need to be practised and underpinned with stories the CEO can easily relate to. The best stories and anecdotes are personal. Insights into the CEO's life. Even better when these include customers. Sometimes they can lead a follow up interview between the journalist and customer.
2 Practise. That doesn't necessarily mean memorising from a pre-drafted Q&A sheet because it's still written language and could result in the CEO stumbling over remembering the end of each sentence or paragraph. Even professional actors who are used to memorising long dialogues get it wrong. And let's face it, which CEO has the time to memorise two pages of Q&A? By all means have a piece of paper with cues and a few keywords to jog the memory. Use those keywords and related stories to practise the answers. For interviews it's always better to have CEOs using their own words. Unlike speeches that can be read from a script. Make sure the last practice session ends with a CEO feeling stronger towards the interview, not a with a confused and insecure CEO.
3 Have a fact sheet prepared so the CEO can focus on the story and doesn't have to worry about all the latest figures. Of course he should know latest financial figures and main targets and time line, but the CEO is there for the bigger picture, the strategy, the economy not all the tiny details. The journalist will appreciate that too and can focus on personality and content.
4 Set expectations. What is the purpose and what is the outcome of the interview? Will there be coverage, is it purely for background information and to strengthen the relationship? One of my first experiences with a CEO stems from a media trip when I was a junior and the head office didn't relay my briefing document saying that no coverage was expected. Of course, the CEO expected coverage and it took an intense meeting afterwards to smooth things over. And while it became my best client, it's better to avoid this from the beginning.
5 Don't say things you wouldn't want to see in print. 'Off the record' doesn't exist. Even if you have an excellent and long term trusting relationship with the journalist. If the story or comment is worth the risk, and journalists love controversial views and scoops, it will be used. Better to be safe than sorry. Related to that I would advise focusing on things that can be said instead of those not to say. Maybe mention that story A is better than B but under no circumstances, tell him on the day not to talk about 'the lay-off of 3,000 employees because it hasn't gone through legal yet'. In order not to mention it, the brain will have to remember it too, and during a grilling interview it could easily slip out. Better to give the CEO positive things to focus on.
6 Setting of the environment. Especially if photography or filming is involved. The room should have enough light for pictures. Sitting arrangements should be equal. Not the big boss leather chair for the CEO and the journalist on a stool. Don't use the large conference room either and aim for a clutter free background. Clothing patterns and colours need to be suitable. If there are time constraints (radio and TV in particular) I would also agree a signal to indicate how much time is left (fingers indicating minutes). It can also be helpful to agree on a sign if something is factually wrong and the take needs to be shot again.
7 If filmed, the communications manager should check how the interview looks on the monitor and if necessary step in. Classic examples are seeing a pen with a clear logo of a different company, shoe labels under the soles and sometimes 'funny' cuff links that just send the wrong message. Perhaps carry a spare pair in your pocket for those occasions. And the leather trousers stay home of course.
8 I wouldn't worry too much about body language. It's different when speaking on stage in front of a crowd but during a seated interview there is little body language that can be used to enhance a message. Make sure the CEO feels relaxed and friendly. I never had an issue with body language that caused an article or recording to work against the intended purpose. Or a journalist homing in on an idiosyncrasy.
9 If it's the first ever interview for the CEO, a certain element of nervousness is expected. Like in any other new and important situation. If asked I remind people of previous experiences they mastered – CEOs usually have had their fare share. In addition, the journalist has had many nervous spokespeople and often knows a few methods to relax the interviewee, too.
10 Lastly, make sure the CEO knows the name of the journalist and the media outlet. There is nothing more embarrassing and damaging than forgetting, not knowing the name or using the wrong name. Introduction and a business card ahead of the interview are good reminders.
For a great example of an interview going from tough to catastrophic watch when the CEO of the British Dental Association lost his cool. And seeing the second take towards to end of that video, it would have been avoidable.
