How to Pull a Bad Interview out of the Fire

 If you sense a job or media interview is going up in flames, use this trick to refocus the conversation in your favor.

If you sense a job or media interview is going up in flames, use this trick to refocus the conversation in your favor.

Ever had a job interview, media interview or even a key meeting that seemed to go south before it started? Or perhaps strayed off topic mid-way and never got back on track?

Whether it’s a radio interview that dwells on what your new product CAN’T do, or a job interview that focuses too much on your shortcomings, you can still pull it out of the fire with one simple trick.

Just as things are about to wrap say, “If I may, I’d like to add one more thing…”

Then deliver a simple summary statement that succinctly states the point or points you need to make.

By being direct and concise, you’ll recapture the focus of the person on the other end of the phone or across the table. In fact, in most cases, he or she will even write down your key points and—even better—remember them.

This tactic is so effective, I recommend clients write out a summary statement in advance of their interview or meeting, just to be sure they take advantage of this strategy by the end of the conversation.

Here are some examples of how to put this simple trick to work.

To refocus a job interview:

“We’ve talked a lot about my work history, but if I may add one more thing, I’d like to summarize what I think makes me a strong candidate: I have more than two years experience selling ball point pens. I’ve also worked as a purchaser of office supplies. And my other work history, though varied, all shows I’m a fast learner.”

To save a sinking media interview:

“If I may take just one more moment, I‘d like to summarize why our Teeny Tiny Hearing Aid will be successful in today’s market: One, more people than ever are entering their senior years. Two, for today’s seniors, staying vital and connected is a priority. And three, today’s younger people see hearing aids as helpful technology, not something that will stigmatize them.”

And suddenly, you’re back on track.

By the way, this tactic doesn’t only work well for interviews gone BAD. For strong interviews too, a summary statement can be the bow around the package, tying up a great conversation and making it all the easier for your audience to understand your message and more importantly, repeat it.

Give it a try and let us know if it works for you or what else has worked better. For more great ideas and tips for rock solid communication, like us on Facebook or follow us on Twitter @bluestoneexec.

Facing Your Own PR Crisis? Better Get Your Story Straight

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Good public relations practices are scalable. The same strategies that can help a global company navigate an epic crisis can hold true for individuals fighting to manage their own bad news---like an untimely departure.

None of us likes to think about losing a job. But if the day comes when you find yourself packing that cardboard box, here are three PR moves to help keep your image in tact while you regroup.

Get your story straight. Sure, you’ll want to vent to your personal inner circle. But before you share the bad news much further, come up with a narrative about what happened and what you want to see happen next.

Regardless of the reason for the separation, you should be able to frame it in terms that highlight your professionalism. Most importantly, you want to draw a picture in which the listener can see you moving on to even better things.

No matter the circumstances, resist the urge to paint yourself as a victim, even if you are one. People feel sorry for victims, but they don’t hire them. Instead summarize the situation and emphasize what YOU are doing to take control of your future.

Get Some Good Buzz Going. Once you have your story straight, start spreading it. Reach out to as many people in your network and their networks as you can---and not just people in positions of power. In fact, while people high up the food chain can be very valuable at helping to close a deal, they are not as useful at the front end of a job search when you need to dig up leads. Make the rounds electronically or better yet in person. Ask for informational interviews to learn about new companies and get the momentum going. All along the way, let folks know you’re interested in new opportunities and would appreciate them keeping their ear to the ground for you. You’ll be surprised by who in your circle turns out to be helpful.

Malign No One. Talking ill of someone else only calls into question your character, not theirs. So take the high road when it comes to speaking about your former company, supervisor and colleagues. If you can’t say something nice about them, focus instead on the opportunities you were given to grow and do good work. You’ll win points for graciousness and professionalism---and you’ll be that much closer to your next great thing.

Give it a try and let us know if it works for you or what else has worked better. For more great ideas and tips for rock solid communication, visit bluestoneexec.com, like us on Facebook or follow us on Twitter @bluestoneexec.


How to Nail the “Morning After” Call

 A follow up call to a reporter can be a tricky thing. Here are some ways to make sure it goes well.

A follow up call to a reporter can be a tricky thing. Here are some ways to make sure it goes well.

It’s always nice to follow up with a reporter after a story runs or airs, especially if you’ve established a rapport and want to keep it going. But those “morning after” calls can be tricky and if you’re not careful, unravel a lot of good will.

A follow up call to a reporter can be a tricky thing. Here are some ways to make sure it goes well.

In newsrooms where I’ve worked, reporters welcomed calls from sources saying thank you and offering feedback on the story. Often those calls helped fortify the reporter-source relationship. But once in a while they had the opposite effect, making the reporter think twice about trusting the caller as a future source or worse, prompting negative coverage the next time around.

Here are some tips to on how not to blow the morning after call.

Don’t complain about the tone of the story without specifics: If you do, you’ll annoy the reporter, gain nothing and be written off as a whiner.

Instead, bring up any actual errors or significant imbalance. Be clear about whether you think the issue needs correcting now or simply for future stories. And be sure it’s significant enough to even mention. As much as reporters pride themselves on accuracy, they don’t appreciate nitpicking.

Don’t thank them for making your side look great. Reporters strive for accuracy. If you caught a break and came off better than deserved, don’t gush. The last thing you want is for the reporter to second guess the charitable portrayal or worse, overcompensate by burying you the next time.

Instead, thank the reporter for a FAIR story. “Fair” may seem like lukewarm praise to you, but fairness is the Holy Grail to journalists.

Don’t forget that you are talking to a reporter. Just because one story ran, doesn’t mean another one isn’t already or couldn’t soon be in the works. Don’t use bad language, badmouth someone or confess to anything you’ll later regret.

Instead, be professional.  And know that everything you say is still on the record.

Don’t ask for anything. Most reporters are extremely busy. If you want to stay in their good graces, avoid asking for copies, reprints, raw tape, or anything else that requires administrative legwork that someone else can better provide.

Instead, give something. No, don’t send an actual gift. But you can offer something of value: their next story. Pony up a fresh and worthwhile story idea or provide a heads up on something coming down the pike and you’ll lay the foundation for a beautiful relationship going forward.

Give it a try and let us know if it works for you or what else has worked better. For more great ideas and tips for rock solid communication, like us on Facebook or follow us on Twitter @bluestoneexec.

Why You didn't Get Quoted

 Wondering why you didn’t get quoted after your last interview? You may have Unquotable Executive Syndrome.

Wondering why you didn’t get quoted after your last interview? You may have Unquotable Executive Syndrome.

A few months ago I met with an executive from a large bank who was frustrated that his boss’ repeated media interviews almost always had the same disappointing outcome.

“Is he wandering off message?” I asked. “Giving up company secrets?”

No, my pal responded. The problem was, he rarely made the story at all.

Ah. Unquotable Executive Syndrome.  It’s a widespread malady, usually afflicting higher level executives.

Unquotable Executive Syndrome is the result of a failure to articulate messages in a way that resonates with the reporter and in turn the reporter’s audience.  There are three specific mistakes executives make that almost guarantee they’ll be cut from the story. Here they are, along with some corrective measures to prevent Unquotable Executive Syndrome in the first place.

Mistake #1: Talking too much. Ironically, the more anxious an executive is about an interview, the more likely he or she is to blather on once it starts. Sometimes the reporter only gets in one question before the exec launches into a filibuster, running out the clock. By filling the silence, interview subjects might feel they’re in control. But if the reporter doesn’t get what he or she needs, everyone’s time is wasted.

Remember the interview is a conversation, not a monologue. Responses should be complete, but not exhaustive. Shoot for 30 seconds for a video response, 45 seconds for radio and 60 for print. Live audience answers should be about 60 to 90 seconds. And all responses should always include a message.

Mistake #2: Not answering questions. The premise of any interview is that one person asks questions and the other answers, or at least addresses them, even if they’re not pleasant.

While it’s acceptable (actually imperative) to bridge or transition from an answer to a message, it’s not OK to ignore the questions and spew message after message with disregard for the interviewer. Interview subjects who do will at best be cut from the story. At worst, they’ll find their entire evasive interview uploaded to YouTube for public ridicule.

Mistake #3: Being boring. By far this is the most pervasive cause of Unquotable Executive Syndrome. It’s typically observed in executives who are so afraid of straying from their messages that they come off like robots programmed only to recite industry jargon and clichés.

Reporters need sources who bring to life the key points of stories with interesting, memorable language. They don’t want forgettable rehashes of predictable positions. Of course, “getting real” on the fly is more than a little dangerous. The best course is to prepare ahead of time with three or four messages and a number of “message enhancers” for each. Message enhancers include colorful language, short stories, personal examples, quippy one-liners, meaningful stats, contemporary references or pithy analogies.

Executives who load their interviews with interesting message enhancers will almost certainly guarantee a spot in the story—and likely more stories in the future. Even better, they’ll be quoted on message and in ways that resonate with the reporter’s audience. And after all, isn’t that the whole reason for investing time and money in the interview in the first place?

Give it a try and let us know if it works for you or what else has worked better. For more great ideas and tips for rock solid communication, like us on Facebook or follow us on Twitter @bluestoneexec.