The president, whose focus on the size of anything and everything is unparalleled by any president I've personally witnessed (and I remember the day JFK was assassinated; I couldn't understand why The Friendly Giant was pre-empted), will quickly pick a fight with any media outlet that provides alternatives to his "facts."
It began with the president proudly tweeting that the ratings for the inauguration reached 31 million. Some would think that's a fairly large audience. But the "alternative" fact is that more than 90 per cent of Americans didn't tune in. Two hundred eighty-seven million Americans didn't care, had better things to do, or were organizing protests to watch the inauguration.
Then we get White House press secretary Sean Spicer ripping a strip off the media in his first full introduction to them. His behaviour was later defended by another member of the team, who said he was simply presenting alternative facts.
As a communications professional, my heart goes out to Spicer. He has gotten his hands on one of the world's plums as press secretary, but it's both good news and bad. I hope he finds a balance that meets the needs of the administration but doesn't permanently damage his credibility with those on who he depends for a successful career in media relations.
The good news is that he can always put that job on his resume. The bad news is that nobody may hire him in the future if he destroys relationships with journalists during his tenure at the White House.
I don't know who coined the adage "I try to never pick a fight with someone who buys ink by the barrel and newsprint by the ton," but that adage is going to be tested unlike anything I've seen in my 35-year career.
Ironically, the thin skin of the president and his White House may work to our advantage. If that group is so focused on fighting with journalists, maybe they won't have the time to pick fights with the likes of China, Pakistan, India or Russia—or anyone else in possession of bigger sticks than your average White House press corps.
Time will tell. And we can only hope.
About the Author
Eric Bergman is Canada’s most experienced and credentialed media training consultant. He started his communications career on June 14, 1982, and media training has been his core business for more than 25 years. During that time, thousands of spokespeople from five continents in the private, public, corporate, professional, entrepreneurial and not-for-profit sectors have benefited from Eric’s approach, coaching and feedback.
Eric holds a bachelor of professional arts in communication studies from Athabasca University and a two-year diploma in advertising and public relations from Grant MacEwan University.
He is an accredited business communicator (ABC), an accredited public relations practitioner (APR), and a master communicator (MC)—which is the highest distinction that can be bestowed upon a Canadian member of the International Association of Business Communicators. In 2014, he was named a member of the College of Fellows of the Canadian Public Relations Society (FCPRS).
Contact Eric if you’re interested in applying his proven approach. Your spokespeople will gain the competence and confidence to manage exchanges with journalists to win-win outcomes, while protecting themselves and their organization every step of the way.
In my experience, if they do, they should be prepared to accept greater risk. By trying to be conversational with print journalists, rather than focusing on answering questions clearly and concisely, spokespeople dramatically increase the odds of being misquoted or quoted out of context.
With interviews by print journalists, the route to the end audience is always indirect. Even if it’s a solitary blogger writing the story, he or she takes the information gained during the interview and reshapes it to a finished product hours or days after the interview has ended. Conversational spokespeople read the finished articles and often think to themselves: “That’s not quite what I had in mind” or "that's not quite accurate”—even as a result of positive interviews or those for which there is minimal risk.
If it’s a potentially negative story, the impact is magnified. I’ve seen conversations with print journalists lead to weeks of damage control. I once had someone in a media training session tell me about a two-part less-than-complimentary quote in a finished print article. This spokesperson recalls the two parts of the quote being separated by about 15 minutes of "conversation."
The fundamental skill of pausing, answering and stopping is the best skill to apply during print interviews. Messages should be woven in strategically, which generally means sparingly.
Print journalists have to teach themselves about a topic before they can turn around and teach others with an article that, we hope at least, is factually correct. Journalists can improve their accuracy by asking more questions per minute during interviews, which brings us right back to the critical skill of stopping once spokespeople have clearly and concisely answered the question.
Pause-answer-stop provides protection. It facilitates greater accuracy in the finished story. And it is more strategic, because the journalist simply has fewer long answers from which to draw quotes.