Let’s assume that you’re the Chief Executive of The Big Blue Bus Company in a major metropolitan centre. You’ve been in negotiation with the union over a proposed new workplace contract. The negotiations have stalled. You’re offering a 2% wage increase and the union is demanding 5.7%. A driver work-to-rule has been in operation for two weeks, causing huge inconvenience to the public, and the union is threatening a full-scale strike. There’s talk of drivers in other centres coming out in sympathy. You believe that the rank and file members of the union want to see an end to the disruption and would accept considerably less that the 5.7% increase. Every newspaper, radio and TV station wants to talk to you. Let’s assume that you’re the Chief Executive of The Big Blue Bus Company in a major metropolitan centre. You’ve been in negotiation with the union over a proposed new workplace contract. The negotiations have stalled. You’re offering a 2% wage increase and the union is demanding 5.7%. A driver work-to-rule has been in operation for two weeks, causing huge inconvenience to the public, and the union is threatening a full-scale strike. There’s talk of drivers in other centres coming out in sympathy. You believe that the rank and file members of the union want to see an end to the disruption and would accept considerably less that the 5.7% increase. Every newspaper, radio and TV station wants to talk to you.
But who do you want to talk to and what do you want to say?
These are questions which you have to ask yourself before accepting any invitation to be interviewed: Is there a specific audience which I am trying to reach? What message am I trying to get across to that audience? What is my agenda in this interview?
As CEO of the Blue Bus Company, for example, your agenda might be:
- To place the facts before the general public in the hope of winning their understanding and support;
- To persuade the rank and file union members that their union is not acting in their best interests;
- To put pressure on the union to adopt a more reasonable stance;
- To persuade the government to intervene;
- All of the above.
If you don’t know why you’re there, if you haven’t identified the particular audience or audiences you want to reach, then you aren’t ready to accept the invitation at all. And there can be a further difficulty – your agendas may conflict. For example, in placing what you regard as ‘the facts’ before the general public, you may alienate both the union and its members, thus aggravating the situation. A similar dilemma will face the Secretary of the union. If his main agenda in being interviewed is to persuade drivers across the country not to accept the contract, he risks losing the support of an already disgruntled public. On the other hand, if he’s too conciliatory, he risks losing the support of his members. We always suggest that, if an interview area’s controversial, you should discuss it with colleagues before accepting media invitations. Two or more heads are usually better than one. If there’s a general consensus that the interview isn’t likely to be in your interests or those of the organisation, or if it’s just too darned tricky, then it would seem foolhardy to accept. If in doubt, trust your instincts. These are questions which you have to ask yourself before accepting any invitation to be interviewed: Is there a specific audience which I am trying to reach? What message am I trying to get across to that audience? What is my agenda in this interview?
As CEO of the Blue Bus Company, for example, your agenda might be:
- To place the facts before the general public in the hope of winning their understanding and support;
- To persuade the rank and file union members that their union is not acting in their best interests;
- To put pressure on the union to adopt a more reasonable stance;
- To persuade the government to intervene;
- All of the above.
If you don’t know why you’re there, if you haven’t identified the particular audience or audiences you want to reach, then you aren’t ready to accept the invitation at all. And there can be a further difficulty – your agendas may conflict. For example, in placing what you regard as ‘the facts’ before the general public, you may alienate both the union and its members, thus aggravating the situation. A similar dilemma will face the Secretary of the union. If his main agenda in being interviewed is to persuade drivers across the country not to accept the contract, he risks losing the support of an already disgruntled public. On the other hand, if he’s too conciliatory, he risks losing the support of his members. We always suggest that, if an interview area’s controversial, you should discuss it with colleagues before accepting media invitations. Two or more heads are usually better than one. If there’s a general consensus that the interview isn’t likely to be in your interests or those of the organisation, or if it’s just too darned tricky, then it would seem foolhardy to accept. If in doubt, trust your instincts.
