This document provides guidance for interacting with the media, including:
- Referring media inquiries to the marketing department during business hours and other designated contacts after hours or in emergencies.
- Being prepared to speak to the media about new programs, staff, or events of interest to the public.
- Keeping responses concise, factual, and within the scope of your own expertise rather than speculating.
- Protecting patient privacy and confidentiality when discussing cases.
How To Not Take Being Judged Too Seriously - To Be More Confident And Stop Wo...AssertiveWay
Do you always feel like you’re being judged by others? Do you feel like people judge you unfairly? Does it bother you?
You can’t stop others from judging you, but you can police it. Judgement reveals more about the person judging than the person being judged. Don’t let it ruin your day.
People do a poor job judging others because they have limited information and have biases.
Judgement always feels like a threat, but usually isn’t. Not all judgement is equal. Assess who, what, and when judgement matters.
Here are 12 questions to help you not take judgment seriously.
1. Will their judgement matter 3 years from now?
2. Can their judgement cause you any real harm?
3. Does the judgement have any significant meaning for you?
4. Are they actually judging you?
5. Do you admire and respect them?
6. Are they well intentioned?
7. Are they knowledgeable enough?
8. Do they understand your perspective?
9. Do you agree with their expectation of you?
10. Do you want feedback on that topic now?
11. Is the way they are delivering judgment serving you?
12. What does someone that you actually admire and respect think of you?
When judgement matters, engage in dialogue, ask for honest opinion, specific examples, and suggestions.
For the full article, mp3, visuals, and quotes go to: https://assertiveway.com/how-to-stop-feeling-like-you-are-being-judged
Interviewing candidates should research the company thoroughly, dress professionally, make eye contact and have a firm handshake with the interviewer. They should be prepared to answer difficult questions and find ways to connect with the interviewer. Candidates should ask their own questions to learn more about the position and company. Proper preparation through practice interviews can help candidates succeed.
Active listening in the workplace is rare. Too rare! This presentation is a summary of insights learned over 21 years of being a marketing and communications professional.
We all have the intention to communicate clearly and frequently are able to make this happen. However, under stress or “In the Crunch,” most of us revert to less skillful styles of making our point. It can be helpful to recognize these styles which present obstacles to communicating and to target specific skills which pave the way for better understanding of the other person’s world. Whether with clients, family members and friends, or work colleagues, conscious choices of how we talk and listen can help …
This interactive webinar will provide opportunities to discover how our personal “agendas” repeatedly interfere with effective communication and offer a RECIPE for more effective and efficient communication.
Reflective listening
Encouragement
Compromise and cooperation
“I” Messages
Practice
Engagement
This slideshow outlines how to forgive someone who has wronged you in the past. Moreover, we will talk about how to use Positive Intention to understand the potential reasons why this person did what they did, and how to use this understanding to let go of your resentment towards that other person. In the Seishindo way of thinking, holding resentment towards someone really doesn’t help us in our daily lives and can actually be detrimental in living a healthy and positive lifestyle.
This is an outline of our podcast called "How to forgive someone". To hear the complete audio file, go to: http://seishindo.org/forgive-someone/
Davidson Alumni Webinar - Tough ConversationsMark S. Young
The PPT slide-deck from our Dec 1, 2015 alumni webinar facilitated by Lory Fischler, an expert on navigating critical conversations in the workplace and in our lives.
This document provides guidance on preparing for and conducting media interviews. It discusses understanding the media and their deadlines and goals. It emphasizes the importance of preparing key messages and facts in advance. It outlines best practices for interacting with reporters, including negotiating an "interview contract", directly answering questions, staying on message, and following up afterwards. The overall goal is to help spokespeople feel confident and in control during interviews to effectively communicate their messages to the public.
Filled in ventura college april 2018 - powerpointMaya Grodman, MA
The document provides an agenda and materials for an event called "Movies for Mental Health" held at Ventura College on April 25, 2018. The event was organized to reduce stigma around mental health through short films and discussion. The agenda included an introduction, setting expectations, watching three short films about mental health and stigma ("Beyond Words", "A to Z", and "Sal Tran"), facilitating discussions after each, and a panel on personal experiences and resources. The document also lists some campus and community mental health resources.
How to become an Effective and Impactful Communicator Saurabh Leekha
Do you feel you are not effective in communicating with people?
Do you feel you lose out as you are not able to make an impact?
Is your sales team not able to convert opportunities into orders?
Do you feel you are not able to connect with your team?
I have developed a short and crisp module which will help you become more effective in your conversations and get the desired results.
The idea is not to only tell "what to do" but also "how to do".
If you want a free copy then write "Yes" in the comments.
#linkedin #team #manager #headsales #entrepreneur #lnd #training #hr #customercare #coach #mentor #learninganddevelopment #skillenablement #sales #ceo #enterprise
AHDS2013 WS9 Supportive and Challenging Conversations with StaffAHDScotland
This document provides guidance on how to have difficult but important conversations. It suggests preparing yourself by reflecting on the issue, your assumptions, emotions, and desired outcome. When having the conversation, choose an appropriate time and place, provide notice and an agenda, and listen without judgment. Focus on sharing perspectives rather than blaming. The goal is understanding, agreement, and positive next steps rather than conflict.
This document summarizes a workshop on movies for mental health held at Cal Poly Pomona on March 12, 2019. The workshop was facilitated by poet Natalie Patterson and included viewing and discussing short films about mental health issues. Participants considered how mental illness is portrayed in media and explored the stigma surrounding it. Panelists from campus counseling and health services then discussed ways to promote mental wellness, such as making therapy accessible, ending stigma through open dialogue, and teaching children to normalize discussion of mental health. The goal of the event was to use film to start important conversations around mental health issues and reducing related stigma.
Many physiotherapy clinics don't do as well as they could when answering calls to prospective new patients. With a few simple changes, they could book up their lists more successfully.
Although there are numerous reasons for asking questions the information we receive back (the answer) will depend very much on the type of question we ask. Questions, in their simplest form, can either be open or closed - open questions allow for much longer responses and therefore potentially more creativity and information.
This document provides tips on how to be a better listener. It begins with an introduction on listening and establishing rapport. It then discusses goals of learning how to ask open questions, understand benefits of allowing others to be vulnerable, and showing care. The document outlines problems with poor listening such as people hiding feelings and lack of trust. Specific tips are provided, such as focusing on the other person rather than oneself and asking open questions without judgment. Examples of personal listening challenges are given. Improved relationships, team efficiency, and empathy are benefits discussed. The document concludes with practicing listening skills with a partner.
This document outlines 13 behaviors that build trust in relationships according to Stephen Covey. The behaviors are: talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, deliver results, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments, and extend trust. Following these behaviors promotes honesty, integrity, respect, accountability and trust between individuals.
This document provides guidance on dealing with the media and using social media for school board members. It discusses the importance of public relations and having a planned communication strategy. It outlines the different internal and external publics and recommends using both mass communication and interpersonal contact. The document then focuses on media relations, providing tips on developing relationships with reporters, understanding the news business, being available and honest with the media. It also gives guidance on interviews, handling problems that may arise, and respecting student privacy. Finally, it discusses the prevalence of social media and some best practices for using social networking and interacting online in a responsible way.
The document discusses different types of difficult people and strategies for dealing with them. It identifies bullies, dozers, firehoses, stallers, silent types, indecisives, snipers, control freaks, and super-agreeables as common difficult personalities. Some tips for dealing with these personalities include preparing yourself, focusing on solutions, not allowing interruptions, taking action independently, surfacing concerns, and building trust. The overall message is on maintaining composure, focusing on the issues not the person, and using communication skills effectively when handling conflict with difficult individuals.
The document outlines 7 keys to success:
1. Eliminate noise by filtering information sources and only focusing on important issues.
2. Focus on issues you can directly control or influence, prioritizing based on commitment and needed support.
3. Analyze situations objectively by assessing strengths and weaknesses, setting metrics, and planning for risks.
4. Relentlessly measure results against goals to monitor progress.
5. Empower all people, including showing respect through listening, acknowledging contributions, and sharing benefits.
6. Share knowledge and teach others implementation tools to proliferate ideas independently of their originator.
7. Don't worry about personal credit for ideas but instead find satisfaction in others applying ideas
Stuart Jenkins provides a user guide outlining his personal management style and expectations for his team. He prefers an informal management approach based on open communication, delegating responsibilities while maintaining final decision-making authority, and soliciting feedback to improve his skills. Jenkins expects direct communication from team members about problems or disagreements and wants the team to support final decisions.
Bridgett Gutierrez presented on becoming "beyond reproach" and managing reputation. She discussed what it means to have a flawless image and reputation through consistency, transparency and building community trust. Examples were given of Dwayne Johnson and Hope West's positive and negative publicity. Types of crises were outlined along with tips for responding to bad reviews, controlling the narrative, and conducting media interviews. A 10-step crisis communications checklist was provided covering areas like holding statements, monitoring media, and reputation repair strategies.
Steering Through Troubled Waters: Helping Colleagues Under Stresseph-hr
Learn how to identify stress factors and employees who are in need of relief from stress. Develop listening skills and awareness of boundaries within the workplace in regards to colleague interaction and assistance.
Jim Proce - Credibility, Hard Questions, &Trust - 2018 PWX Presentation (vers...Jim Proce
Based on the article of the same name, published in December of 2017, Jim Proce presents the topic at APWA 2018 PWX and TPWA 2018. Credibility, Hard Questions and Trust!
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In this webinar:
Ryan Clarke, Founder & President of Advocacy Solutions, focuses on taking an in-depth look at what's needed to empower successful advocacy.
View the video:
<https://youtu.be/oP8YixmzqsE>
To learn more about CCSN, visit us at survivornet.ca
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The document discusses the concept of "choosing the right" and provides various definitions and examples. It defines choosing the right as having a moral code to distinguish right from wrong. It emphasizes that choosing the right may be difficult when friends encourage bad behavior. The document also discusses honesty as integral to choosing the right and lists examples of honest behaviors. It stresses considering consequences when making choices and provides ways to do good deeds for others.
1. Feedback is essential for helping people and organizations learn and improve. It should be specific, constructive, and focus on observable behaviors rather than making judgments.
2. Giving and receiving feedback is part of any relationship, but it can be difficult due to wanting to be liked or fears of confrontation. Regular positive feedback in addition to constructive feedback builds trust.
3. There are guidelines for effective feedback conversations including preparing by considering your observation and impact, asking permission, keeping it private and focused on behavior. It is also important to confirm understanding and collaborate on solutions.
The document discusses the concept of "choosing the right" and provides several definitions and examples. It defines choosing the right as having a moral code to distinguish right from wrong. It also discusses how choosing the right involves considering consequences of actions and doing good deeds. Examples of choosing the right include being honest, having good sportsmanship, showing respect, and helping others through charitable acts.
The document provides tips for preparing for and succeeding in a job interview. It recommends researching the company, dressing professionally, arriving early, turning off phones, asking questions, following up with a thank you letter, and practicing answers to common behavioral interview questions. Interviews are often decided in the first 10 seconds based on a candidate's introduction, eye contact, and firm handshake. Employers value attitudes like enthusiasm and communication skills over specific qualifications. The interview is an opportunity to showcase how a candidate's skills are a strong fit for the role.
This document provides guidance for spokespeople communicating during emergencies. It discusses the role of spokespeople, necessary qualities, and tips for interacting with the public and media. Effective spokespeople embody their organization, acknowledge uncertainty, and focus on solutions rather than criticisms. When speaking to upset groups, spokespeople should listen actively and avoid personal attacks. Media interviews require preparation, concise responses, and refusing to speculate. Spokespeople must represent their organization with credibility and calmness during a crisis.
The Ombudsman: Terrible Superhero Name. Awesome Thing for Your Audiences & Yo...David Tyler
My presentation to #heweb17, how how to be an Ombudsman in social media, delivering better customer experiences to your audiences and better serving your institutional message at the same time.
Jim Proce - Credibility, Hard Questions, & Trust (Presentation Version 2.0)Jim Proce
Based on the article of the same name, published in December of 2017, Jim Proce presents the topic at APWA 2018 PWX and TPWA 2018. Credibility, Hard Questions and Trust! This is the extended version with additional information and comments.
The document summarizes a presentation given on dealing with vulnerable consumers in contact centers. It discusses the Care initiative launched by the DMA Contact Centers Council to provide practical guidelines for contact center staff on identifying and appropriately handling calls from vulnerable consumers. The presentation covers who is considered vulnerable, common problems they face, tips for call center agents, and next steps to promote and evolve the guidelines.
60-Minute Master Class (Moderated by Sheryl Kline, M.A. CHPC - http://www.sherylkline.com),
"Mental Toughness for Women in the Workplace"
How to gain the clarity, confidence and control required to get what you want and deserve.
You Will Learn:
- Clarity: tips to get crystal clear on what you want and why it matters.
- Confidence: tools to build confidence, so you can believe in our abilities and take consistent action.
- Control: habits to take control of your days and get off auto-pilot, so you are living more purposefully.
Making a Difference WV Mandated Reporter Training Powerpoint - Updated April ...Jim McKay
Making a Difference: Mandate to Report, Responsibility to Prevent Child Abuse Training Powerpoint. Updated in April 2015. As presented to WV Principals Academy. April 16, 2015.
Everybody lies sometimes. This is true. Research has shown that 60 per cent of people lie at least once in a 10-minute conversation with a stranger. But many lies are benign, constructed to preserve someone’s feelings, save face or avoid damaging a relationship. These lies are usually harmless, expected and appreciated.
Dishonesty in the workplace, however, can be dangerous. From the lies told in employment interviews to tales spun in the boardroom, workplace dishonesty can affect a company’s security, morale and bottom line. HR professionals and investigators should be skilled and trained to detect lies.
Join Timothy Dimoff, security expert and president of SACS Consulting, as he discusses workplace dishonesty and what to do about it.
SlideShare is an American hosting service, now owned by Scribd, for professional content including presentations, infographics, documents, and videos. Users can upload files privately or publicly in PowerPoint, Word, PDF, or OpenDocument format.
Enforcing Your Code of Conduct: effective incident responseAudrey Eschright
Presented at Open Source & Feelings 2015 in Seattle, WA.
Video of the talk: http://confreaks.tv/videos/osfeels2015-enforcing-your-code-of-conduct-effective-incident-response
Now that your event or project has a code of conduct, how do you ensure it's effective? Are you prepared to deal with incident reporting and to resolve issues that come up? How can you tell if your code of conduct is actually working?
I'll draw on several years of experience working with code of conduct outreach and enforcement on open source projects, user groups, and a major conference to show you the steps to take to make sure your code of conduct is an effective tool for inclusion, safety, and building a stronger community.
We'll talk about reporting processes, documentation, creating a team or committee to handle reports, what responses are or aren't effective, and dealing with problems in the heat of the moment.
2. Media Policy
• Refer all inquires from the media to the
Marketing Department (x2005) from
8:30 am to 5 pm
• Nights and weekends refer to nursing
supervisors
• Emergency care center nurse
• Administrator-on-call
• Administrative Director of Marketing,
Planning and Community Relations
3. How Marketing Screens Stories
• Date and time of call
• Media representative’s name/title
• Name of news organization
• Address, Phone, Fax, E-mail
• Thrust of the story
• Information requested
• Sample questions
• Other people being interviewed
• Deadline
• When and where story will appear/air
4. When you might be called upon
• New program or service
• New staff member
• Patient profile
• Charitable donation
• Awareness week or month
• Current or topical event
• Statewide or regional industry issues
• Adverse event
• Crisis
5. The Realities
•It is not a conversation
•The reporter is not who you
are talking to
•It is not casual or off-the-cuff
•There is no such thing as off
the record
•You are owed no favors
6. An Effective Spokesperson
•Shows empathy
•Is natural and
straightforward
•Is prepared
•Shows credibility and
expertise
•Is honest and open
7. Use Plain English
•Avoid jargon, industry terms,
or abbreviations. Responses
should be targeted for the
general public. Speak with
words that would be
understood by a junior high
school student.
8. Limit Statistics
• Don’t use too many numbers,
percentages or statistics. Remember,
you are speaking to the reporter’s
audience. People can’t absorb and
retain too many statistics, especially in
broadcast interviews. Isolate one or
two statistics and repeat them a few
times. As much as possible, try to put
statistics into human terms.
9. You can say, “ I don’t know”
• Never answer a question unless you
are certain of the answer. Instead, say:
• “That’s a good question. But I’m not the
right person to answer it.”
• “I will be better prepared to tell you that
about 2 pm today.”
• “I can get you that information. It will take
a few calls on my part. What is the best
way for me to reach you?”
• “I want to make sure to give you
accurate information, so I’ll need to
check something first and get back to
you.”
10. Avoid Saying “No Comment”
• “We are still gathering information at
this point can I get back to you?”
• “I can only talk to you about the work I
do here at CMC/DHK as a -----. If you
need info beyond that scope you
should check with Tom in Marketing to
point you to someone who can discuss
those types of issues.”
• “I am not certain anyone knows the
answer to that question at this point.”
11. Speak with Narrow Authority
• Speak only from your professional
position. If you are a physician, discuss
clinical issues. If you are an administrator,
discuss administrative issues.
• Don’t discuss national or industry trends.
• Don’t discuss what your competitors are
doing.
• Share your knowledge and perspectives
that are a result of your experience and
training.
• If a reporter is looking for comments
beyond your purview, refer him or her to
12. Be Concise
• Keep answers short and to the point.
Long answers will be edited. You may
or may not like how the reporter edits
your response. By keeping it short, you
can edit yourself. Answers should be
15 to 20 seconds in length.
• Get your messages out first. The
interview may only last a few
questions.
13. Use bridges and highlighters
• The key thing to remember is…
• Let me explain how it works…
• If there is one thing I want you to
know…
• That’s one aspect, but the most
immediate concern is
• You’ve raised a lot of issues, the one
that is most important to CMC/DHK is…
• What we really need people to know
about this situation is….
14. Reframe Negatives
• If a reporter uses a closed probe that
contains negative claims and charges,
do not repeat the claims. Don’t repeat
words like misconduct, infected, or
discriminated
• Use neutral words like situation, event,
condition, or issue.
• Posture from the positive.
• Refute any accusation.
15. Stay Cool and in Control
• Never loose your cool. Some
interviewers might try to rustle your
feathers to incite a powerful response.
Remember that this is not a normal
conversation. Each party is engaged
in verbal tactics to fulfill their
professional goals. Your goal is to
present a controlled, professional,
image—no matter what is alleged,
accused, or asked.
16. It’s never “ either or”
• A question that requires a yes or no or a
series of options may be too limiting for you
to respond to. You can’t say how bad
something is on a scale of one to ten. You
don’t need to choose among alternatives
offered in a multiple choice question: “Was
this pipe bomb a warning or a hoax?”
Once again you will need to reframe the
question in order to answer it.
• “I wish the answer was that simple…”
• “The solution is not that black and white…”
• “The problem is so complex that it’s
impossible for me to put it into those terms.
But I can tell you that…”
17. Never answer…What If?
• “I can’t predict the future. But, I can
tell you what we are doing right now
to…”
• “I really can’t guess about what might
happen…”
• “Instead of speculating about remote
possibilities, I’d rather stay focused on
the facts of the matter. We have…”
• “We have a contingency plan that
considers a range of scenarios. Right
now, we are…
18. Never Speculate About
• What if
• Suppose…
• What went wrong
• What might result
• What someone might do
• How someone is feeling
• Whether this is a pattern
• How much it will cost
• Who is responsible
19. Never Do the Following
• Don’t get aggravated, angry, or
defensive.
• Don’t attack a competitor or other
organization.
• Don’t use slurs, swears, or slang.
• Don’t make jokes or threats.
• Don’t be sarcastic or condescending.
• Don’t speculate, estimate, or guess.
• Don’t adlib. Always be prepared.
• Don’t avoid the media, cover up or lie.
20. Protect Confidentiality
• When an inpatient (>18) does not opt
out (says “no”) to having info public
• When media identifies patient by name,
we can let the person know the person
was admitted and give a one-word
condition: good, fair, serious, critical, or
undetermined.
• Under 18 need written parental permission
• If unable to opt in/out, not info till able
• Can indicated deceased only (not
time/date/cause) after next of kin
notified.
21. Accept, Don’t Cast Blame
• Don’t shift blame or responsibility to
others or magnify another’s
involvement or fault.
• “This is a tragic event. We are deeply
concerned. We want you to know that
we are taking every possible step to
understand what contributed to the
outcome. Based on what we learn, our
systems and procedures will continue to
be strengthened and improved.”
22. Know when to Close
• If an interview is going poorly, end it
quickly and positively. For example,
“The questions you are asking are
different from what I was told to
expect. I’ll contact the public
relations department for you. They
should be able to connect you with
the right person to talk with you about
these issues. Thank you for your time.”
Get up and walk away. If the reporter
keeps asking questions, just keep
walking.
23. Just the Facts
• What happened.
• When.
• Where.
• Who. Types of people involved. (25
adults, two children or a registered
nurse)
• What is the status of the situation is at
this time.
• What is being done to address the
issue or event.
24. What the Media Wants to do
• Localize
• Humanize
• Dramatize
• Individualize
25. The Media’s 5 Ws
• Who
• What
• When
• Where
• Why
• How much
26. What else the media wants to know
• How the organization plans to proceed?
• How much money has been lost, spent,
made or requested?
• Extent of damage to property.
• Number of injuries or fatalities.
• Background information on the facility,
person or event.
• What staff, patients, or family members are
thinking or feeling?
• Has this ever happened before?
• What repercussions are anticipated?
An Effective Spokesperson
Upbeat and Energetic
When talking with the media be lively, upbeat and optimistictic, while maintaining professionalism. Appear excited about your facility’s purpose. Maintain “open” posture. Adopt a slight “smile of attention” while waiting for your next question. Don’t be stale or flat in your manner of speaking. Use rhythm and inflection in your voice to accent key points. Use your hands when you talk. It’s also OK to be a bit corny with punchy phrases, personal anecdotes, or cliches.
Show Empathy
Though an optimistic presentation is an effective tool for gaining audience trust, and approval, be careful to respect the nature of the situation. A more somber approach might be indicated in certain serious conditions. In matters where injury, damage or death has occurred it is important to communicate concern and sympathy with your words, manner of speaking and body language.
Be Natural
Even though you need to prepare and rehearse your responses, try to appear as natural as possible during interviews. Relax. Let your personality come through. Try to adopt a conversational, friendly, approachable presentation. Don’t talk too fast or too slow. Be careful not to be staged or have automated responses; you won’t be received as genuine or sincere.
Be Prepared
Ask the reporter what he or she plans to ask and who else is being interviewed for the story. Ask about the focus of the story and when and how it will appear. Anticipate questions you might be asked. Write out the questions and prepare written responses. Read your responses out loud. Rehearse in front of a mirror or with a friend. Role-play the interview with someone else while an audio or video recorder is running. Review the tape and identify your strong and weak points.
Illustrate your Points
Include personal anecdotes and examples when possible. Talk about people you’ve helped and how you’ve made an impact on their lives. Ever notice how every State of the Union address introduces the plight and life story of regular folks? It’s the same principal here, but with less detail about Little Jimmy with the leg braces. Also, think about using analogies, examples, and comparisons to illustrate your points.
“Let’s not let this isolated situation overshadow the thousands of people who of Southville has successfully treated. I can think of one person in particular, a young single mother with schizophrenia, who was unable to care for herself or child because of the severity of her illness. Today, she is a college graduate and proud mother of a swim team champion. The expert care that she received at our facility gave this woman and her child a second chance at life.”
“None of us is immune from the disease of chemical dependency, not even doctors or nurses. One in ten people will have a substance abuse problem at some point in their lives. Consider these odds next time you are at a baseball park, movie theater, or shopping center. One in ten of the people you see will develop an addiction. The good news is that we can successfully treat dependence.”
Be careful about body language. Don’t be nodding in agreement and then switch tables
Is it true your hospital failed to test that staff member for swine flu and that child’s death is your fault?
“CMD/DHK adheres to and exceeds every regulatory precaution. We take our performance seriously—patient safety is always our utmost concern. We will take whatever steps are necessary to ensure we exceed the standards.”
“We are cooperating with state health and human service officials to try to identify the source of the virus. Until we know more, we have elevated precautions to ensure the safety of patients and staff.
Is it true your staff are dissatisfied? Our staff are not dissatisfied.
Your patient satisfaction scores lag far behind your competitors?
Never Say What If…
We’ve already said don’t ever speculate, but for the sake of emphasis… When a question starts with if or suppose, you can safely assume you are being asked a hypothetical question. Never answer a hypothetical question. Always explain that you aren’t willing to speculate. Then segue into a message point.
“I can’t predict the future. But, I can tell you about what we are doing right now to…”
“I really can’t guess about what might happen…”
“Instead of speculating about remote possibilities, I’d rather stay focused on the facts of the matter. We have…”
Never Speculate
Do not address any of the following issues in any of your correspondence or communication with the media.
Why the event occurred.
The names, addresses or phone numbers of victims, patients, families, or staff.
How much the incident will cost or what the financial or regulatory impact of the event might be.
Who is responsible for the event.
What types of criminal charges, litigation, settlement, or insurance claims may result.
How involved individuals might be feeling or what they are doing.
Whether the event represents a pattern, trend, or warning light.
The media sometimes looks for expert interpretation of events or behavior, but this is something we can’t do. It’s inappropriate and unethical for a member of the medical staff to discuss whether or not Lindsey Lohan has an eating disorder or what type of tubal igation would be best for the first lady. As a general rule, we cannot discuss people’s medical histories. Even with a authorized release of information, in most cases it would be improper and unethical to expose such information to the public. Certainly, we cannot speculate on the status or medical history of individuals who have never even been in our care. The good news is that, in cases like these, we may be able to help out with a story, just not in the way the reporter originally intended. We can talk about the types of eating disorders or tubal ligattions are available today. But, we cannot associate these generalizations with an individual.
It is also against policy to participate in any story that might compromise patient confidentiality, care or safety. Likewise, those stories that might adversely affect the reputation of any facility or the credibility of the name, should be referred to corporate staff for review and coordination.
The media will try to:
Localize: Reporters will try to show the local significance and impact of the event on the community. They will talk to area civic leaders, neighbors, and competitors. In trying to demonstrate the importance of the story to their audience they may try to quantify the significance or show a trend through historical information, statistics, or anecdotes. They may also try to speak directly to audience members with a consumer scare-tactic approach: “How to prevent this from happening to you.” If an event occurs regionally or nationally, the media may examine the possibility of a local occurrence or look for local reaction.
Humanize: All media want to put a human face to the story. The media wants “real people” to tell their stories, triumphs, struggles, and emotion. They will aggressively seek out the human factor behind every story. If the key individuals involved in event are unavailable for an interview, they will approach former teachers, neighbors, or employers. They will take photographs or videotape of people’s homes or workplaces. The will acquire yearbooks, wedding announcements, or candid family photographs to put a face with a name. They will hold up artifacts (a child’s schoolbook or mother’s diaper bag) during an on-camera stand-up to make a connection with a person’s life or death.
Dramatize: The media will try to capture and convey for optimal emotional impact the most dramatic moments, effects and aspects of the story. This might try to recruit tears or outrage from individuals who are interviewed. Through a variety of production techniques they might also heighten a story’s drama, such as showing an empty swing set in a deserted playground with haunting music.
Individualize: Each reporter or news outlet will try to put their own individual spin on the story. A story may be looked at from a financial, regulatory, or human interest angle. The main story may spin off related stories that examine the overall or specific aspects of the industry, issue, or problem. A reporter might profile individuals, communities or families who have dealt with similar circumstances. Other reporters may look for exclusive, high-impact, angles, which involve aggressive investigative reporting.