When the Headline Is You

An Insider's Guide to Handling the Media

Jeff Ansell, Jeffrey Leeson

• Publisher: Jossey-Bass
• Year: 2010
• Print ISBN: 9780470543948
• eBook ISBN: 9780470875599
• Edition: 1
• Topic: Business
• Subtopic: Leadership
• Index: Business

Proven strategies for managing all types of media encounters!

Award-winning journalist and Fortune 500 consultant Jeff Ansell provides a how-to guide for leaders, executives, and other professionals whose high-visibility requires frequent contact with the media. Drawing on nearly four decades of media experience, Ansell presents tested techniques for responding to challenging questions and delivering effective messages. In addition, he reveals lessons learned and pitfalls to avoid by referencing recent news events from around the world. Valuable features include:

• A behind-the-scenes look at how news is made
• Complete guidelines to creating compelling messages
• Specific messaging formulae for building trust when the news is bad
• Step-by-step strategies for managing hostile or relentless questions
• Insider tips on how to identify and handle misleading questions

An essential resource for navigating both traditional and online media, this book prepares readers for even the most challenging media events.

1

WHAT IS NEWS?

“News is what I say it is.”

—David Brinkley, former network anchor

Julius Caesar created the world’s first newspaper in the year 59 BC. The Acta Diurna, or Daily Doings, was posted on walls across Rome. Its purpose was to keep the Roman senate under scrutiny. We’ve gone from walls to Web logs, but reporters still hold people accountable, only now they do it through TV, magazines, newspapers, satellite radio, and the Internet. Today, anyone anywhere can generate news and share information. This convenience comes at a price, however. Research on the run only gets it right some of the time, and truth and perspective become casualties of reporting. “The newspaper that drops on your door-step is a partial, hasty, incomplete, inevitably somewhat flawed, and inaccurate rendering of some of the things we heard about in the past twenty-four hours,” wrote Pulitzer Prize-winning reporter David Broder.¹ Avoiding becoming a victim of these discrepancies and inconsistencies begins with a clear understanding of how the press operates. This chapter will give you a peek behind the media curtain to see how news is made, reported, and ultimately interpreted.

If It Bleeds, It Leads

Chief executives, politicians, and celebrities have long complained of media callousness and sensationalism. Musician Don Henley of the Eagles has such contempt for reporters that he wrote “Dirty Laundry,” a song about news anchors who worry more about their looks than they do about the news or its repercussions. “We got the bubble-headed bleach blond who comes on at five,” Henley sings. “She can tell you ’bout the plane crash with a gleam in her eye.”²

Based on my personal experience, Henley was not far off the mark. I vividly recall one particularly disturbing instance. It was a slow news day and the producer of the six o’clock news was upset because we did not have a good lead story to open the broadcast. All we had as a possible lead story was a stabbing that had taken place. Then, a half hour before we went on air, the assignment editor came on the loudspeaker in the newsroom and announced that there was good news—the stabbing victim had died. My colleagues in the newsroom erupted into a cheer. Now they had a lead story for the six o’clock news. That was the day I left journalism.

Since that time, the news business has evolved dramatically. Names and faces have changed, papers have come and gone, and the world of media has become fractured, with the Web altering what and who make up the news media. Still, what constitutes news and how news stories are shaped has remained surprisingly consistent since the days of Caesar’s first newspaper.

News Is . . .

The process of determining what makes news is not very sophisticated. Generally, news is whatever will help sell papers and ad space. Often, this means news is anything that shocks, titillates, or angers readers or viewers. Certainly, there is plenty of scandal and gossip in the media to distract or entice the masses these days. But even if there was a shortage of news to report, journalists would still need to find news somewhere. Following are the fundamental “building blocks” used to identify, structure, and develop news stories.

Conflict. The reporter’s quest is for conflict, not solutions. Solutions interfere with conflict, and conflict is how reporters earn a living. News stories that feature conflict are more compelling and easy to replicate. “Our training, the news value we inculcate, the feedback we get from our editors, all encourage us to look for trouble, for failure, for scandal, above all for conflict,” writes syndicated columnist William Raspberry.³

Good News Is Still News

With a faltering economy and ongoing global conflict, it’s sometimes easy to forget that news is also about good news: A lost child found unharmed or a teacher who makes a difference. A species saved from extinction or a possible cure for cancer. These types of good deeds and civic-minded or humanitarian acts constitute news as much as the most recent murder, political gaffe, or celebrity rumor. Take, for example, the plight of US Airways flight 1549. With both engines disabled by a flock of geese, Captain Chesley “Sully” Sullenberger made a perfect emergency landing in the Hudson River, saving 155 lives. Or consider Dendreon Corporation, a small biotech company that overcame intense financial pressures and regulatory hurdles to pioneer a new, more effective way to treat prostate cancer, one of the world’s deadliest diseases. These types of stories may not get as many headlines or column inches as the latest serial killer or an aging celebrity’s fertility treatments, but virtue and heroism will always play a role in determining the news.

Good Versus Evil. The good-versus-evil model is a boiler-plate for writing and reporting the news. This is no surprise, considering that good versus evil is a universal theme in storytelling and has been since the beginning of language. The Bible has stories about good versus evil, such as Cain and Abel or Moses and the Pharaoh. Books and movies are built on good-versus-evil stories. And much like stories about conflict, news reports centering on good versus evil are easy to write.

Winners and Losers. From the sports section to the opinion page, news is about keeping score. Who won the game, who lost the debate. Who had the best box office and whose stock cratered after disappointing earnings. In the world of reporting, every situation represents “triumph or disaster,” according to former British Prime Minister Tony Blair. Every “problem is a crisis and a setback is a policy in tatters,” he added.⁴

Bad Decisions. Bad decisions are an inevitable part of life. We all make them. Most are forgotten, but sometimes a really bad decision can land you on the front page. Take the case of Andrew Speaker. Even though he was diagnosed with a contagious drug-resistant strain of tuberculosis, he boarded an international flight, exposing others to risk. “In hindsight, maybe it wasn’t the best decision,” Speaker said in a Good Morning America interview with Diane Sawyer.

Irony. There are numerous types and dozens of definitions of irony. Most people think of it as an incongruity between expectations and results. It has also come to signify unfortunate and surprising coincidences. Take the story of the Florida woman pulled over for speeding and being drunk. Not a particularly remarkable story, right? But what was ironic—and what made it news—is that her job at the time was to teach police how to enforce drunk-driving laws.

Rumors. Regardless of how ridiculous they may be, rumors are certain to attract attention from the press. As any high schooler can tell you, many rumors take on a life of their own. For instance, word circulated in the Toronto suburb of Brampton that a new government program was offering poor people $10,000 to leave the city and move to Brampton. As silly as it sounds, even the Toronto Star reported on the mythical “program.”

The Unusual or Absurd. People have always been fascinated by the odd, unusual, and unlikely. “Puppy Shoots Florida Man,” read the September 21, 2004, Associated Press headline for a story about Trigger, a mixed shepherd, who put his paw on the trigger of a gun and shot his owner in the arm. The shooting took place after the owner killed three of Trigger’s littermates. Much else happened in the world that day, yet it was the Trigger story that was featured on front pages everywhere. Was it because people love animals? Of course. But face it, stories about dogs shooting their owners don’t come along every day.

Maggie and the Stones

For a novice journalist learning how to recognize news, there is no substitute for on-the-job experience. However, naiveté can lead to lost opportunity. Working in the newsroom one evening in the late 1970s, I received an anonymous phone tip that Maggie Trudeau, then-wife of Canadian Prime Minister Pierre Trudeau, was partying with the Rolling Stones at the El Mocambo Club in Toronto. To my young mind, the idea that the wife of the prime minister would pal around with the Rolling Stones seemed ridiculous. Foolishly, I failed to investigate.

The next day, a local newspaper featured front-page photos of Maggie dancing and partying you know where, with you know whom. The story became news all over the world. Had I sensed the newsworthiness of the tip and followed up, I could have been the one to discover that Maggie invited the Stones back to her room to “drink, play dice, smoke a little hash,” as she later revealed. The Maggie Trudeau/Rolling Stones story was certainly not worthy of a Pulitzer, but it was unusual. That day I learned an important lesson as a reporter: sometimes the most important factor in recognizing what makes news is to accept a situation or fact that, at first blush, may seem absurd.

Offensive Comments. Reporters covet offensive comments made by famous people. In 2006, Israeli President Moshe Katsav was accused of raping ten female staff members. Soon after, Russian President Vladimir Putin and Israeli Prime Minister Ehud Olmert met in Moscow for a diplomatic summit. When the issue of Katsav was raised during a news conference, Putin joked, “I would never have expected this from him. He surprised us all. We all envy him.” As inappropriate as that comment was, it is overshadowed by what a former client of mine told a business reporter before I was brought in to help. The client, chairman of a high-tech company, was responding to an allegation that a senior executive raped a staff member. “I don’t believe it—she’s not even good-looking,” he said.

Uninformed Politicians. Politicians who do not have answers to simple questions are sure to find themselves featured on CNN, MSNBC, and FOX News. U.S. Senate candidate Pete Coors was caught unprepared when his opponent Bob Schaeffer questioned him about Canadian Prime Minister Paul Martin’s position on the Canadian beef ban. “I don’t know Paul Martin’s whole position on this issue,” said Coors, adding, “I’m not sure I know who Paul Martin is.” Candidate Schaeffer shot back, “What I’m disappointed and shocked about is that you don’t know who Paul Martin is. Paul Martin is the prime minister of Canada, our largest trade partner and closest friend and ally to the north.”

Failed Jokes. Sometimes jokes just don’t come across correctly. Senator John Kerry decided not to run for president in 2008 after being vilified for mangling a joke he told to college students in Pasadena, California. “Education, if you make the most of it, you study hard, you do your homework, and you make an effort to be smart, you can do well. If you don’t, you get stuck in Iraq,” said Kerry. Most who heard the joke thought Kerry called U.S. soldiers uneducated. Kerry said that he actually meant to say, “. . . you end up getting stuck in a war in Iraq. Just ask President Bush.”

While news isn’t always about drunk police instructors or dogs that shoot people, it almost always is a story that has been reduced to its most dramatic or sensationalized elements. Decisions about what makes the news—or for that matter, what doesn’t make the news—are in the hands of people who use very basic criteria, as well as their personal reference points, to determine which stories, situations, or issues are worthy of reporting. In trying to make this determination, one of the most important criteria is whether a story has obvious, though compelling, “characters.”

Reporters Cast Characters

Ask most journalists how they see news and their response will likely be about the pursuit of truth. To pursue truth is indeed a noble path. To get to their truth, journalists, news producers, and editors cast characters and build stories around them—stories that involve controversy, conflict, and emotion. The problem, of course, is in the ambiguity of interpreting truth itself. As revealed in Brinkley’s quote at the top of this chapter about news being what he says it is, one person’s terrorist is another person’s freedom fighter. But who gets to decide which player is the terrorist and which is the freedom fighter?

Reporters, along with editors and producers, decide who plays the hero or villain in a story. Like Steven Spielberg, they hand out roles for tonight’s evening news and tomorrow morning’s newspaper. Starring roles are reserved for the protagonist and the antagonist, the hero and the villain. Supporting roles are available for the victim, witness, survivor, expert, and goat—or as I like to call that character, the village idiot. Usually, it is the village idiot who caused the problem in the first place. On occasion, the village idiot also stars as the villain.

A front-page headline in the July 28, 2005 edition of Canada’s Globe and Mail newspaper read, “A Landlord, an Eviction, and a Dying Man’s Last Wish.” The story was about a twenty-nine-year-old t...

Table of contents

• Praise
• Title Page
• Copyright Page
• Dedication
• Foreword
• Introduction
• Chapter 1 - WHAT IS NEWS?
• Chapter 2 - YOU ARE THE STORY
• Chapter 3 - HOW TO ADMIT BAD NEWS
• Chapter 4 - CRAFTING COMPELLING MESSAGES
• Chapter 5 - DELIVERING YOUR MESSAGE
• Chapter 6 - WHEN THE GOING GETS TOUGH
• Chapter 7 - TWENTY WHAT-IFS
• Appendix: Media Messaging Toolkit
• Notes
• Acknowledgments
• The Authors
• Index