Any successful PR effort must include at least one effective spokesperson. By "spokesperson," I'm referring to a representative of the firm or organization who can speak to reporters on-the-record, preferably with a high degree of expertise, panache, and "quotability" that will have journalists foaming at the mouth and begging for more. While most companies have a communications department to filter media opportunities, the spokesperson is the one who ultimately gives the interview and represents the organization.

Many organizations automatically look to the CEO or owner as its primary media spokesperson. Others might employ a public relations director to serve as "chief mouthpiece," while still others may choose to offer interview opportunities to department heads or others with specific areas of expertise. Some organizations, usually the larger ones, have the luxury of using a combination of these methods.

Whatever it is, stick to the plan
Every organization should have in place a formal policy regarding the use of media spokespeople. All members of the organization should know what the plan is, and that they are expected to follow it. If your firm decides that all media interviews should be handled by the CEO, then be consistent and stick to that plan. If your marketing director has been designated as the clearinghouse for all interview requests, then route all media calls to him or her.

Speaking of consistency, one of the fundamental principles of effective corporate communications is consistency of the message. There's no better way to confuse your external audiences than by having several different people say several different things in several different ways. Even if you've collectively agreed on an idea or piece of information to communicate, it will likely be conveyed differently by multiple spokespersons. The odds are that a company that allows anyone and everyone to speak for it will appear unprofessional, deceitful, or just plain foolish.

On the practical side, a designated spokesperson usually will become more effective and polished as time goes along. He or she will begin to understand the nuances that are part of playing the media game, develop professional relationships with specific reporters that will enhance trust, and craft clever yet to-the-point statements and remarks that the media will appreciate.

Training your spokesperson
As mentioned earlier, many organizations naturally look to the CEO as a primary spokesperson. This makes a lot of sense, because the CEO is considered the "face" of an organization and therefore the appropriate choice to communicate its policies and ideas. But let's face it: Although they may possess more sheer talent and ability than Media Maven Mike can ever hope to have, many top executives aren't--shall we say--naturally gifted in terms of giving interviews. To be brutally blunt about it, your CEO might be stiff as a board in front of a microphone, as charismatic as a toothpick, and as engaging as an undercover CIA operative. (An aside: MMM has been very fortunate in his career to have at his disposal a series of top executives who are brilliant interview subjects. That includes AIA Executive Vice President/CEO Norman L. Koonce, FAIA. And I'm not just saying that because he may read this and could squash me like a grape.).

Fortunately, good media training is fairly easy to come by for those organizations that are so inclined. No one should feel embarrassed about needing media training: executives and department heads from top companies all over the world routinely receive media training. They go through mock interviews, discover techniques for staying "on message," and learn how to avoid the pitfalls and traps that interview subjects sometimes encounter. Your PR or marketing director may even be able to put together an in-house media training seminar, depending on his or her own media background. If not, professional media training services are readily available in a variety of price ranges.

The bottom line
An effective spokesperson is the lifeblood of an organization's public image. A good one will help build goodwill and support for the company, while a not-so-good one can damage a firm's reputation for years to come. As a PR or marketing professional, part of your job should be to evaluate your organization's spokespeople and, if necessary, take appropriate steps to help them improve their interview skills. With a little effort, you can turn your CEO into a genuine "media darling."

Copyright 2002 The American Institute of Architects. All rights reserved.