Controlling the conversation with media training

The truth is, Don wasn’t wrong. Most people do understand the basic idea of controlling a media conversation, but very few know how to execute it. The good news is that with the right training, anyone can learn how to control a narrative without looking like they’re dodging the truth.

So how do you go about it?

Rule one: They’ll talk about you anyway

The first step in successfully shaping a narrative is to engage. We often warn clients who are — shall we say, media-averse — that ignoring the media is not a strategy. Well, it might be, but it’s not a successful one. Because if the media wants to talk about you, they will, whether you’re part of the conversation or not.

Some executives, particularly ones in high-stakes industries, assume the media isn’t worth their time and journalists are beneath them. If you see yourself in this description, you need to get over yourself, because you can’t control a conversation you aren’t part of. When a story is running with or without you, your choice is simple: you can either engage and shape the narrative or stay silent and let others define the story for you. Avoiding the media doesn’t mean avoiding scrutiny or getting away with it; it just means you’re letting someone else tell your story for you. And to be frank, there’s a certain arrogance at play when you think you shouldn’t be questioned. Equally, engaging with the media doesn’t mean giving away everything; it simply means you’re making sure your voice is part of the story.

So while you might be tempted to offer up a “No comment” response, that’s just going to feed speculation and assumptions. A more constructive approach is to go with: “We can’t go into detail while the review is ongoing, but we take this seriously and will be addressing it transparently.

Congratulations, you’ve passed Step One — you’ve engaged.

Rule two: Use media-handling techniques

When you do engage, you need to stay in control of the conversation, and that’s where media-handling techniques come in. People often think this is about avoiding questions. It’s not. It’s about avoiding dumb answers and managing tricky ones without looking like a shifty politician.

There are plenty of techniques, but let’s pick the traditional number of three:

• Blocking – Politely shutting down questions you can’t answer.

• Bridging – Steering the conversation back to your key message.

• Boomeranging – Turning a negative question into a positive talking point.

What do these look like in reality? Let’s start with a negative (aka bad) example of each, then cleanse the palate with a good example.

Blocking

Bad: “No comment.” (As noted above, it just makes you sound like you have something to hide.)

Better: “I can’t go into detail while the investigation is ongoing, but what I can say is …” (This is a much better response—it says why you can’t respond fully, then offers up some information. You no longer look shifty.)

Bridging

Bad (The Scott Morrison Edition): “I reject the premise of your question.” (You really don’t want to do this, for a lot of reasons — and sounding like Scott Morrison is just one of them. If you get combative with the media, you kind of start to become the story. And you really, really don’t want to become the story.)

Better: “That’s a fair question. What’s important to understand is …” Here we have an acknowledgment of the question, with a little ego salve thrown in for good measure. And if there’s one thing journalists have in absolute bucketloads, it’s ego. It also lets you move onto one of your key talking points. You do have key talking points, don’t you? If not, we need to talk.

Boomeranging

Bad

Journalist: “Your company has been accused of price-gouging. How do you respond?”

Spokesperson: “We’re proud of our strong financial performance and ongoing commitment to our shareholders.”

Well done, you’ve just offered the worst possible interpretation — that profits matter more than people. There are a few groups this sort of response isn’t going to play well with. The general public is one. The other is politicians looking to get re-elected, who might see some votes in kicking an entity that says it puts profits before people (aka voters).

Better

Journalist: “Your company has been accused of price-gouging. How do you respond?”

Spokesperson: “We take affordability seriously, and we’ve introduced new pricing options to ensure our products remain accessible while maintaining the high quality our customers expect.”

Here you’ve acknowledged the issue, refocused on what the company is doing, and reinforced a positive message.

Don was right — if you don’t like what is being said, then change the conversation, but you need to do it without ignoring reality (so don’t lie — see below), and you need to acknowledge the issue before you can pivot. And most importantly, execute it well (which comes with practice).

Rule three: Don’t lie. Ever.

If there’s one rule that matters above all others: don’t lie. The reason is simple — someone will out you. Maybe it’s someone in your organisation who leaks the facts. Maybe it’s a slip-up in another interview. Maybe the whole thing smells so messy that authorities get involved (with the media in tow). And when they do find out, the fallout will be far worse than if you had been honest in the first place. Remember the old adage: It’s not the stuff-up that kills you—it’s the cover-up.

That’s not to say you should put yourself in legal jeopardy, but if you can say something, say something.

Rule four: Sound like a human (easier said than done)

Too many people treat media interviews like a legal deposition, choosing their words so carefully that they sound stiff, rehearsed, and unnatural. The problem? If you sound like you’re reading from a script, no one will trust you. So how do you sound natural:

• Use plain, direct language — leave the corporate jargon back in the office.

• Even if you don’t like a question, suck it up and respond.

• Practise tough questions — lose your cool in a safe space, not live on air.

• Avoid sounding defensive, because defensive = guilty.

Media training isn’t about dodging or being dishonest. It’s about knowing how to handle tough questions without looking evasive, and sticking to key messages while still answering questions properly. It’s also about staying calm, credible, and in control. Ultimately, however, it’s about engaging with the media — because if you don’t, you lose and chance to change the conversation.