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(This is an expanded version of the 2001 Third Quarter issue of Public Relations Strategies, a quarterly publication of Miyamoto Strategic Counsel)
There are some questions that the news media will ask you during an interview that definitely aren't softball questions. In spite of their seemingly innocent fa�ade, they are designed to put you off-guard and lead you down a path of conversation that you might not otherwise wish to take. Here are some of the questioning strategies that reporters use; be aware of them:
"What if �?" You should not ever answer "What if?" questions. All they do is force you to speculate and your response can get you into trouble. Even the obvious answer to a question such as "What if the danger worsens? Are you going to help the victims?" can lead to complications. Just say you don�t want to speculate on the future.
"Did you (action)? Yes or no?" Questions like this are designed to make you look bad, and if you respond with either a "yes" or a "no," you WILL look bad. What you should do is advise the reporter of what you�ll be doing in the near future to address the situation. Be careful, though, that you don�t lock yourself into arbitrary deadlines that can become uncomfortably real.
"What is your number one priority?" Don�t single out a priority or you�ll be accused of ignoring others that are equally important. Tell the reporter that you are looking at many issues and options that are of primary concern to your stakeholders, and list them.
"Off the record �" Always respond as though you are on live TV. Never say anything off the record. It doesn�t matter what the trust level is between you and the reporter. If you don�t want to see it in print, keep your mouth shut. Repeat: Never say anything off the record.
"You either want (desired result) or you�re going to (action option). Which one is it?" You�ll just get painted into a corner if you answer this, as the reporter can lead you down a rosy path. What you need to do is point out that the "either/or" case doesn�t hold water. Then, make the specific points that you intended to make during the interview.
"So, will you (action 1), (action 2), (action 3) or (action 4)?" Who says that the reporter knows all the options anyway? If the options presented don�t make sense, then simply rephrase the question by eliminating some or all of the reporter�s options and/or supplying some of your own.
"You obviously don�t want to (statement)." This not a question. It�s a statement meant to goad you into an emotional answer. But what you can do is convert the statement into a question. For example, a response to "You obviously don�t want to protect the environment" can be, "If you�re asking about what we�re doing to protect the environment, here�s what we have found, what we are doing, and what we plan to do."
"How will your competitor (or the opposition) respond?" You�re being asked to second-guess. It can lead you into nothing but trouble with your own company, as well as your competitors and the profession. The simple, most logical response is, "Why don�t you ask THEM that question?"
"What is your stand on (issue)?" Now, THIS is a golden-opportunity question. If it comes at the start of the interview, have at it because you�re obviously prepared to answer it. If it comes in the middle � or the end � of the interview, then tie your response into whatever it is you came prepared to talk about.
(The questions are taken from The Book of Executive Politics, by the National Institute of Business Management.)
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