One of the burning problems, and a continuous heartburn, for a top executive, spokesperson or PR personnel of any organisation during moments of crisis or major changes is. how to tell their story to the media, be it printed or visual. He is more often than not. wrestling with himself frightened of opening his lips and finding his foot in his mouth by saying the wrong things. Only to find the next morning a headline or story that shatters the company and him along with it.

So. how is he to go about this seemingly impossible Herculean task?

He is well aware of his disadvantage in talking to a reporter who is armed to his teeth with apparently provocative questions in order to extract interesting and controversial answers.

On a trip to Cornell University. School of Hotel Administration. In the Summer of 1992 while undergoing professional training. I came across a fellow hotel executive. J. P. Patay, Director Operations of the Showboat Hotel and Casino in New Jersey, who was petrified in meeting the press. As he had said, he would feel more comfortable to sit on the sea bed with hungry sharks swarming menacingly around him, Jump off a plane, go on a bungle Jump than talking to the man who says, "I am Joe. Smith. Special Correspondent of the Dally Blltzl"

There are many like J.P. Patay and one of the reasons for his trip to Cornell was to find if he could tip the balance in his favour as he enrolled In a Public Speaking course. Like many others Including the author. J.P. Patay learnt that the dis-

advantage need not be one sided and he too can be armed with arsenals of his own in this combat of wits, words, wisdom and tact.

This article focuses on certain guidelines that any executive can learn and practice that will enable him to meet the Eress and overcome his fear. It > however, a general overview of the press and the role it plays in business enterprises.

To begin with, it is necessary to determine the ideals of most Journalists. Many corporate spokespersons are of the firm belief that today’s news media, or at least their young reporters are imbued with a fundamental bias against business. This reflection in itself can trigger a heated debate; however, there is a universal truth about the media. The reporter asking the questions is working for his readers and possibly they are all your clients in one way or another. In case where the press does bear an anti-business attitude then it is usually a reflection of the general attitude of the people and readers. The business establishments have to digest this and work towards a corrective course of action. As a result rather than dismissing

newsmen and the media as hostile, they may be the very ones with whom the establishment ought to increase communication because they typify the attitudes of the millions of readers and clients.

One of the fatal mistakes a corporate executive makes is by lightly dismissing a reporter. The executive often finds his life and circle of contacts limited within the domain of his management team and his social clubs. On the other hand the working Journalist, who practically combs the city and at times the country, on a regular basis, has contacts Mth people from all walks of life. His contacts can range from who’s who of the society of yesterday. today and tomorrow. His access to information and ideas far outweigh that of the executive. Quite simply and by no means at all can he be written offi

Thus, it is only practical and wise for corporate executives and spokespersons to learn how to tell their stories effectively to the press. However, there is more to it than that, unless one knows how to tell "the simple truth" one may fail to communicate. It is not a question of

just intelligence but more of skill in the art of effective communication.

Some executives and even company presidents are so frightened of reporters that they convey an image that leads the reporter to be suspicious. It Is Ideal to speak out candidly. This is the most crucial part when the reporter has to be convinced his report will cause more harm than good. Or that the mistake is not nearly as critical as he had been informed. This honesty invariably wins the reporter over and he will, nine out of ten times, minimize the damaging element in his story. It also helps to let him know the measures taken to mitigate the situation, which he will always try to highlight.

A Chief Executive Officer is chosen for his management know-how, or his financial expertise along with other relevant qualifications. His talent and skills are what is required for the business and that is where his efforts lie. However, the skills of management are not the same as required to deal with the news media. Although there are some, who can carry it through with panache and flair.

(These executives are not the subject of this article).

Reporters are trained In the art of interviewing. They excel in their ability to talk to someone and unearth a newsworthy story that they think will stimulate their readers. It is their profession and talent, and that is exactly what unnerves the executive who has to face their questions. To make matters worse, the executive is in constant fear of being accidentally or deliberately misquoted or have his words pulled out of context.

This can hapjjen and occasionally does. However, this need not be a ruling fear. Every reporter knows that he can 111-afford errors as his reputation Is on the line, not to mention the stiff, cold treatment from the News Editor. Newspapers do not like the idea of printing corrections of their errors. The problem usually is not with the reporters. They try to get their stories straight. In fact most show up at interviews these days with tape recorders. This is a boon! It ensures accurate quotations. It also frees the newsman from note taking burden so that he can concentrate on the subject under dis-

cussion.

But a recorded interview is a burial ground for the executive who says the wrong things. Should he put his foot in his mouth or should the "cat get his tongue", his words or silence will be quotable and most likely quoted. No longer will he be able to blame reporters for misquotations. This reminds me of an incident when an Airline Executive made certain statements to a journalist friend "on the record". The damage had been done and the story printed. The said airline then issued a statement refuting the report which the paper printed adding at the end - " the reporter stands by his story". He had evidence contrary to the airline rejoinder. The executive left Bangladesh soon after.

Most of us In any business establishment know from experience that newsmen will not hesitate to cover a story damaging to the business. Thus, it is easy to conclude reporters are hostile to the establishment.

Sadly though, management often fails to understand that the reporter’s responsibility is to produce a newsworthy story that will interest his readers. The reporter looks at it objectively and never emotionally, and so does not care if the public interest story will help or hinder the company. He will do his best to produce an interesting and informative story.

In short, if the corporate executive has something to say. he must present it to the reporter in an interesting way. It also always helps to be candid and there is absolutely nothing to fear.

The author Is a PR professional and a former Journalist