Media Training: Why the C-Suite needs it

It’s been said that Steve Jobs didn’t sell computers; he sold an experience. Every CEO and other C-level executives – or leaders at any level in an organization – should view every speaking opportunity as an opportunity to “sell” a good experience, and media training can help make it happen.

Media Training preparation

Unfortunately not every CEO sells a good experience when they speak and there is a long list of examples that prove it. As unfortunate, too many CEOs and C-suite executives believe they have the gift of “winging it.” Let’s be honest, often the problem is ego, and the men an women in the top seat mistakingly equate lack of preparation as a prerequisite for extemporaneous speaking. The results are often disastrous, costing companies millions of dollars and often costing the CEO his or her job. Continue Reading

Media training: Four things leaders can learn from David Stern

NBA Commissioner David Stern still doesn’t get it. There is a reason high-profile people need media training, and  Stern proved it again when he followed one poor media interaction with another.

The first and most prominent was a recent interview with sports talk personality Jim Rome, Stern was asked if the NBA lottery was rigged. Stern initially said, “No,” but over the next few minutes became combative, aggressive, insulting and eventually condescending toward Rome before the interview mercifully ended. Unfortunately for Stern, it didn’t end soon enough. A week later he admitted he overreacted. Too late, it was a public relations disaster. Continue Reading

What you say impacts branding

Leaders do not have the luxury to verbally swing and miss when it comes to branding their organizations. However, too many do, and when they do it isn’t as simple as, “opportunity lost.” In some cases it is reputation lost and job lost, and sadly many never understand what just happened.

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I was recently at a large convention where various non-profit organizations were giving annual reports to an audience whose attendees were largely responsible for their funding. The leader of one group launched into a speech that eloquently explained how the organization sometimes “gets it wrong.” I was expecting there to be some transition to juxtapose all that the organization did well. It never came. The longer he spoke the more he reinforced a negative image of his organization. It was a disaster! His associate sitting next to me nearly crawled under the table. Sad thing is this organization actually does some phenomenal work that unfortunately no one will ever know about (and may never support – after all, who wants to fund and organization that “gets it wrong!”). Continue Reading