It's one of the most frustrating things that can happen during a media interview.
Your CEO is prepared to talk:
- She has three main points to deliver
- She has third-party validation ready; blogs to point the reporter to; customers to reference; analysts to offer; facts to cite; and research to back up arguments
- You've provided her with all kinds of reporter background detail, what he's written and what his topical interests are
- Your CEO isn't myopic; she understands the competitive landscape and is conversant about current trends
The interview starts innocently enough, a few straightforward questions and some direct answers. Then it takes a turn.
Your CEO tries to deliver her main points, but keeps getting sidetracked by the reporter who takes her down a discussion path she doesn't want to go. She has difficulty getting back. Then more roadblocks are erected. As your CEO tries to remain on message, the reporter abruptly shifts gears and sidetracks the interview even further. It's clear he has his own agenda. Feeling mounting frustration, she asks herself. "How do I get back to what I want to communicate?"
"Bridging" is the way back, and one of the best ways to keep media interviews on track. It's a simple technique used to handle tough questions, reduce digression and not answer questions you don't want to answer.
Bridging doesn't require all kinds of sophisticated strategy. It's a straightforward approach that relies on a few words and phrases used at the right moments to redirect conversations and get them back to a "centered" position.
Make certain your spokesperson remembers – and uses – bridging language including:
- I don't want to interrupt, but…
- You should understand that…
- We need to back up a minute…
- Let me share some important facts…
- The important thing to remember here is…
- Let me add…
- Let me point out…
- That's an important topic, but the real issue is…
- Again…
- Allow me to address a key topic…
- I'll come back to that later…
Another complementary media interview technique to bridging is the "touch and go." If your spokesperson is asked a question that can't be avoided, then she should touch briefly on the topic and then bridge back. This is a more subtle approach because it attempts to acknowledge the reporter's question (instead of saying "no comment" or evading it altogether) while also bringing the conversation back to the interviewee.
Other useful techniques that relate to bridging:
- If the reporter talks in generalities and doesn't cite a real source in making an assertion or claim, your CEO should not answer a blind charge. Don't even go there; bridge back to key messages.
- When a reporter asks your CEO's personal opinion on an issue, she should remember that she represents her company, not a personal viewpoint. Bridge back to key messages.
- If the reporter asks a series of multiple questions in rapid sequence, then your CEO should answer the one she wants and then bridge back to her key messages.
- When a reporter doesn't let your CEO finish her thoughts, she should ignore the interruption and confidently say she'll get back to it after completing her current train of thought. Then bridge back to key messages.
- If the reporter incorrectly interprets what your CEO has said, she should restate it the correct way and then bridge back to key messages.
- When the reporter tries to solicit confidential information, your CEO should stick to content approved for public disclosure and then bridge back.
- If the reporter doesn't say anything, your CEO should fill the emptiness with key message points.
- When a reporter asks a question that is not in your CEO's area of expertise, she should respond by saying "I will get back to you with this information." Then bridge back to key message areas.
- If the reporter uses incorrect information or somehow adds negative information into a question, your CEO should remember to never repeat incorrect or negative information and immediately bridge back to a positive message point.
Bridging is an effective technique because it shifts the interview back to the person being interviewed – at least for a short while. While an aggressive reporter will always attempt to get questions answered – and solicit confidential or controversial responses – your spokesperson will benefit by remembering a few simple words that shift the power base.
- Andy Beaupre
