The Importance of Achieving Spokesperson Mediability
Written by Aaron Kwittken on January 16, 2008
When it comes to media, some executives just seem to be blessed with the Midas touch. These kings (and queens) of communications always are able, regardless of the venue or issue, to gild their speeches, interviews, earnings calls and the like with messaging that never fails to make the brand shine. Golden-tongued orators like Apple’s Steve Jobs, e-Bay’s Meg Whitman and Virgin’s Richard Branson handle public communications so artfully that their stories, no matter how rigorously scripted or frequently repeated, inevitably come off as fresh, relevant to the occasion or question, and worthy of media coverage – even when they aren’t.
Then there are the more mortal executives who either fail to get the media attention their stories or companies warrant, or, through various communications missteps, get attention they never really bargained for. Many among this group, surprisingly, possess stellar communications and presentation skills, but unlike their superstar counterparts, lack what I call mediability.
Mediability refers to a person’s ability to clearly, compellingly, credibly and defensibly communicate his company’s point of view or position through the editorial media. The concept is rooted in six non-negotiable principles:
1. Organizations don’t communicate, people do.
2. Charisma helps, but content is what matters most.
3. Communications is inherently non-linear, but good stories require structure.
4. Relevance drives reputation.
5. Interviews are opportunities.
6. Mediability is built upon, but not solely based on, an organization’s reputational equity.
While good verbal communications are essential component, true mediability requires much more of its practitioner, not the least of which is a deep and comprehensive understanding of how the full range of media work, what they regard as newsworthy and how they cover news for their readers. Executives who develop mediability bring numerous benefits to their companies and their industries, the most critical and durable of which include building credibility for their organizations and generating enthusiasm and excitement for their products and services.
The good news is that mediability, unlike charisma, can be learned. And once it has been learned, executives will better understand how to use media and public channels to build tremendous reserves of reputation equity for their companies.
The better news is that mediability is fast progressing from a nice-to-have asset to a competitive necessity for succeeding in a global marketplace that’s being reshaped by tremendous shifts in the consumer and media terrains. Consumers, for example, are more informed and skeptical than ever before, and the way they make purchasing decision has changed dramatically as a result of technological advances.
The media, for their part, are more global, pervasive and fractured than ever before, which requires executives to be more strategic and mindful in their outreach, but can also help them reap greater media dividends than ever before. That mediability can be learned means executives who commit to developing it have a reliable – and controllable – means for using the broad array of media channels to reach their most important constituencies and build their brands.
Like any endeavor that offers big rewards, developing mediability is a demanding process that requires ongoing commitment, and continual practice.
For those who think being practiced with the media equals mediability, consider what happened to Ivan Seidenberg, the CEO of Verizon, last year. Seidenberg is a passionate, outspoken CEO generally regarded as an excellent communicator. USA Today, in fact, in February 2005, lauded him as a “triple threat,” touting his business skills, boardroom smarts and charm. In addition, he did an excellent job of using media channels to articulate Verizon’s goals of providing high-speed Internet nationwide, positioning that has done much to advance Verizon’s status with customers. But, later that year, Seidenberg revealed his lack of mediability in interviews with the San Francisco Chronicle that attracted a wealth of highly negative attention.
In responding to questions about the reliability of cell phone service, Seidenberg did one thing no mediable CEO would ever do: he derided his customers saying, “…the customer has come to expect so much…” and “why in the world would you think your cell phone would work in your house?” The comments drew widespread negative coverage and customer ire for many reasons, not the least of which was the fact that Verizon has built a highly successful ad campaign on a “reliabililty” platform (“Can you hear me now?”) Those comments served to magnify Seidenberg’s other misstep – calling free WiFi zones in San Francisco “…one of the dumbest ideas I’ve ever heard…” Taken together, they erased much of the positive image work he’d done in the past.
In all fairness to Seidenberg, his comments were taken out of context somewhat, but a spokesperson with mediability would have know that deriding customer expectations is a cardinal sin and dismissing ideas with great public support simply because they threaten your company’s revenue potential is hardly a smart idea. If Seidenberg had been doing regular trainings and practice sessions (as Steve Jobs is reported to do, regardless of his obvious command of mediability), he could have been trained to avoid such landmines.
Which goes to show that a great communications strategy, a compelling set of messages and the dedication of senior management to the communications process do not necessarily guarantee success with the media. But developing mediability does.
Aaron Kwittken is the CEO and managing partner of Kwittken & company, an independent, employee-owned public relations and marketing services firm. Kwittken runs the firm’s executive communications coaching practice and in that capacity has trained some of the business world’s most recognized executives in how to successfully use media to build their companies’ brands.
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