Chapter 25 Chapter 24 Speech Essentials for Contacting the Media

There is one kind of achievement in the world that can make people accomplish great things quickly and gain the recognition of the world, that is the ability to speak pleasingly - Socrates During the TV interview, the leader must maintain a good manner. First of all, the posture in the TV interview should be correct.Don't put your hands between your knees or under your legs. Slight head movements and proper gestures can strengthen the meaning you want to express, but you can't move too much, don't fidget, and behave badly. Exaggerated actions can only be counterproductive.Pay particular attention to hand movements, as they will be the first to be captured in the shot.So you can't tap on the table or play with things like pens.

Secondly, facing the TV audience, do not look left and right when speaking, speak at a moderate speed, and have a steady rhythm.What is especially emphasized here is that the speed of speech should not be too fast. Too fast will make people nervous and feel like they have never seen a big scene, which will affect their own image.The last thing to pay attention to is to focus on the issue you are talking about, don't stare at the camera in front of you, don't use bureaucratic accents when speaking, and try to avoid mantras. If the TV station requires to shoot images at work, or to make a speech while working, try to be natural, generous and decent.

Appearing in front of the TV and giving a talk are unavoidable.So, how to make a better speech, so as to create a good entrepreneurial image? First, fully understand the topics of interviews and conversations, and make necessary preparations for possible problems.Even if these questions are already clear to you, you have to practice them several times in advance.At the same time, don't copy the original words of the manuscript written by the secretary, because most of the secretary's work is in written language.What leaders have to do is to understand these things thoroughly, and then use their own language and images to express them humorously and vividly.In this, the language should pay attention to daily life. A leader who can only memorize scripts or speak according to scripts will make people feel more like a bureaucrat, or "embroidered pillows-a straw bag", absolutely no real talent and learning, and it is not worth trusting. .

Second, answering questions from reporters and audiences should be frank and sincere, absolutely not using bureaucratic accents, and avoid protracted sounds in the conversation, such as "ah--", "Is it--", "This question--", so As soon as you use an official accent, others will get bored.Here, we can learn how knowledgeable and down-to-earth entrepreneurs respond to journalists' questions.When they answer questions from reporters, they will win rounds of applause from discerning reporters. The reason for this is not only their outstanding eloquence, quick thinking, and profound knowledge, but also the fact that they answer questions sincerely, cordially, concisely, and simply. Yes one, say two is two, if you can answer with two words, you definitely don't need to answer with three words.In this way, a good image of frankness, sincerity and hard work will be established.

For questions that cannot be answered, the leader should bluntly say: "Sorry, you can't answer this question." or "This question is too complicated, and I can't explain it clearly here for a while. If you are interested, you can come to our company. , let’s discuss this question alone.” Answer questions with a smile on your face, even if the questions raised by reporters and audience are not easy to answer, you should be calm, and you can also keep your mouth shut when answering questions, but you must listen carefully and correct mistakes in your speech in time. Third, maintain a relaxed and friendly atmosphere when talking.Even when you're not speaking, be mindful of your emotional rapport with reporters and audiences.The emotional communication with reporters and audiences largely lies in verbal expression and eye contact.In terms of language expression, try to use some humorous language. At the same time, pay attention to the questions raised by individual people, and don’t forget to add words such as "all of us", "the audience" and "dear consumers" appropriately.As a result of doing so, everyone feels that they are talking to you together, and they appear cordial and polite.

Speeches and conversations in front of the TV, eye contact with reporters and audiences are necessary.Because when there are many reporters and audiences, no matter how long the time is and there are many people asking questions, only a small number of people can ask questions directly.Then, others will feel left out.At this time, the leader should look around properly and communicate with everyone with his eyes, so that everyone feels that you have noticed him.For those who wave to you, whether it is an old friend or a stranger, try to nod in return or use your eyes to respond to each other.

Accepting interviews with reporters is a "compulsory course" for leaders.A bad answer will be very detrimental to the good image of the leader and the company. (1) Preparations before attending a press conference and being interviewed by a reporter Forewarned is forearmed, without prejudging the waste.The same is true when leaders are interviewed by reporters.Because as the maker of news effects, journalists may ask any questions, especially journalists from Hong Kong, Taiwan media and Western media in my country often ask some very sensitive, tricky and weird questions.If the leader is not fully prepared and can't answer in front of the camera, it will be very embarrassing and directly affect the image of the leader.

On the other hand, even if it is a reporter that he has appointed, the leader should make full preparations.Because in order to make a detailed report, the reporter will inevitably ask some technical questions very thoroughly, and sometimes ask some extra questions.Leaders should be prepared to a certain extent, so that they can cope with it freely and with ease, and leave a free and easy, confident, and capable leadership image in front of the camera. (2) How to develop and grasp the conversation situation When accepting interviews and making speeches, leaders should pay attention to the development of the content and the grasp of the situation, and give full play to their subjective initiative:

① Get as much information as possible about the subject of the interview. It is best to send a press kit to the reporter, including the press releases, news photos and prospect materials you want to publish. ② Play a leading role and not be led by the nose.Many journalists tend to ask all kinds of difficult and complicated questions directly.For these questions, the interviewees may not have fully prepared in advance, or it is not appropriate to express their opinions on the relevant issues to the outside world.In this case, you can let the reporter ask the question first, without interrupting or suspending him, so as to show the leadership's mind and politeness, and you can also think carefully about how to answer.

③ Control time.The arrangement of the interview or the host of the press conference or press conference plays an important role in controlling the time.In the questioning stage, it is generally advisable to arrange three to ten reporters.If you ask too few questions, it will appear perfunctory; if you ask too many questions, it will appear lengthy.Of course, it mainly depends on actual needs.The reporter can be informed in advance how long the interview will be, and when the scheduled time arrives, the interview will be declared over immediately.The leaders who are interviewed must fully grasp the time.Actively respond to various questions and discussions within the specified time as much as possible, and grasp the direction of interviews and conversations.

(3) How to win the trust of the media and win the hearts of the public We should receive the news media with an open and equal attitude, and neither excessive restraint nor superior arrogance is advisable.It is necessary to make the best use of the situation so that the content of interviews and conversations is always within a controllable range.Be aware of the key points of what you are talking about, and have a concise and clear outline of the conversation. On the premise that the conversation is closely related to the topic, interesting content can be interspersed.The content of the leaders' speeches is often serious and highly numerical. If you keep talking about such content with a straight face, it is easy to make journalists feel cold.After publishing and broadcasting through the news media, the public will naturally feel a sense of distance, and the image of the leader must be rigid, boring, and unkind.No matter whether in newspapers or in radio and television, the dissemination effect of a serious conversation is very limited.On the contrary, if you intersperse some interesting things from time to time to relax, the communication effect is often better.For example, when answering a question from a female reporter, a leader said: "This lady is from Sichuan, so the questions she asked are very tricky." The audience laughed.The lady was also very happy, because saying that she asked a tough question was tantamount to saying that her question was right on point. Then, the leader said: "Tricky is tricky, but I have to answer. I'm sorry if I don't answer. Everyone has been waiting for me for a long time, but it's disappointing to see me slurring half a sentence. Now, I will tell you the ins and outs of this matter in detail." Here, the leader communicated with the reporters through humorous words, which achieved good results. To achieve communication and dialogue with reporters and audiences, you can also intersperse some humane content. (4) How to answer particularly sensitive questions Nowadays, journalists sometimes go to the root of some issues in order to pursue the effect of the news.Especially for some special issues, they are very interested, such as some rumors that have been heard for a long time, some gossip about leaders, internal contradictions and important personnel changes, and so on.Typical among them is that they often ask questions to confirm the rumors of difficulties and setbacks encountered by the company.For example, a reporter asked: "It is said that your company is currently in trouble, is that true?" At this time, if you answer: "No." Then he may really present facts to prove that you are lying, and your Businesses are indeed in trouble.In this way, you will be in a very disadvantageous position.For such objectively existing questions, the best way is to answer them truthfully. But there are skills in answering truthfully, and you can't just say "yes".Here we can't just say that the company is in trouble. After the news media publicizes it, it is easy to form such an effect: the company is over, and even the leaders themselves can only sit and wait for death.While answering in the affirmative, it is necessary to explain the reasons clearly. For example, some difficulties are caused by the whole industry and the general economic climate. Then you can explain: "As we all know, our company has long been exporting to Southeast Asia. Because Southeast Asia The impact of the financial crisis has greatly weakened the import capacity of Thailand, the Philippines and other countries, and the market has shrunk, directly affecting the business of our company." If it is caused by a wrong decision, don't shirk your responsibility and take the initiative to admit the mistake: "This problem mainly It is because we did not do enough market research and misestimated the psychology of consumers.” But that's only half the work.What's more important is to explain the countermeasures that you and the company have taken, so as not to cause people's one-sided understanding or lose confidence in the company.For example: "With regard to the impact of the financial crisis, after several studies, we have taken a number of measures: first, we are already trying to develop export business to Europe, America and Latin America. Second, we are actively exploring the domestic market. Thirdly, we are currently digging internal potentials, such as technological transformation, improving efficiency, etc.” For our own mistakes, we must also explain our corrective measures: “For my personal mistakes, I have made a report to the company’s board of directors. and took the initiative to take the following measures: one is to deduct my bonus for three months. The other is to take the following measures to recover the loss..." After talking about the countermeasures, if these countermeasures have achieved certain results, you must say it on this occasion to strengthen your hearts: "Our above-mentioned efforts have achieved results. This month's performance shows that the downward trend of exports has stopped. Contained, exports increased by three percentage points this month compared to the previous month. Better results are expected next month.” If the measures taken can achieve results in the foreseeable time, we can also say: "We expect that as the impact of the financial crisis weakens, and we take these measures. After three months, the downward trend in performance will be contained. . ” But this expected effect has to be left for oneself, if it can’t be achieved by then, it will be more passive.If these efforts may not be able to change this dire situation, then stop talking about the measures after talking about them. Not all interviews are scheduled in advance.Sometimes leaders may suddenly be mobbed by reporters.For example, if you have just finished an important meeting, you walk out of the conference hall, open the door, and instead of sunlight, you are greeted by white lights flashing from camera lenses. This is an important moment to test the leadership image.Leaders should pay attention to: (1) Be mentally prepared in advance Because the leader was besieged, it shows that he and his company have been one of the focuses of media interest recently.So why the interest?It is very likely that something happened to me or the company that can attract media interest: such as rumors about my private life in the society, changes in the company's personnel, changes in the company's operating conditions, and so on.These leaders themselves should know it well, or at least have heard about it. At this time, you should think that you may be besieged by reporters. Because of the siege, you should be mentally prepared in advance, and how you will answer it. , or seek advice from others to find a best solution. (2) Keep calm and demeanor At this time, avoid panic, be at a loss, or even speak rudely, as this will have a very bad impact on the image of yourself and the company.The first thing you should do at this time is to keep calm, take a few deep breaths, and clear your mind.You must know that what should be faced is always to be faced, what should come is always to come. (3) decent conversation For questions that can be answered, try to give journalists cooperation, and answer reporters' questions in an orderly, restrained, and cautious manner.If you really can't answer, it is best to make an appointment with the reporter to accept the interview, so as to eliminate the resentment in the reporter's heart.Such as: "Today I am going to attend an important meeting and cannot answer this question. If you are interested, I will hold a reception tomorrow and answer any questions you may have." This way you gain a day of consideration and relief.If you really can't speak, don't get angry, but try to control your emotions and maintain a decent demeanor.Such as: "I'm sorry everyone, I have important things to deal with, so I can't answer your questions today." In addition, the reporter’s questions related to his own privacy are also unexpected interviews, and the following two methods can be used to answer: One is to directly refuse to speak: "I'm sorry, this issue belongs to the scope of personal privacy, and I refuse to express my opinion." Because privacy is indeed a matter of private life, it is understandable for leaders to avoid this issue.This kind of answer is more suitable for the reporter's question. It may indeed be true, or the explanation may not be clear for a while.But this method also has certain disadvantages, that is, some media will make a big fuss because of this: "A certain leader avoided talking about this matter, and all reporters smiled knowingly..." Or use Their tidbits fill the void.Then this result may have an impact on the facts, and may even be quite different from the facts. The second way is to forcefully refute the news that affects your reputation or is wrong, and clarify the facts. The evidence used to clarify the facts must be true and powerful, so that the rumors that are not good for you will be self-defeating and your own image will be maintained.But if the incident mentioned by the reporter is true, then instead of trying to cover it up, it is better to simply admit it, or adopt the first method of refusing to express an opinion, so as not to add another bad image of deceiving the media and the public to yourself. Answering reporters' questions is generally a live broadcast of the on-site interview.It should be noted that there are five points. (1) Answer freely In terms of content, you should answer questions frankly and sincerely; in terms of expression, you should smile, and even if the questions raised by reporters are not easy to answer, you should be calm.After answering questions, listen carefully and correct mistakes in the speech in time; maintain a modest and friendly attitude when talking, and create a good atmosphere. (2) Avoid cleverly Some journalists, especially foreign journalists, tend to directly ask various difficult and complicated questions.For these issues, the interviewed leaders may not have been mentally prepared in advance, or it is not yet appropriate to express their opinions on relevant issues to the outside world.In this case, the reporter can be asked to continue without interrupting or suspending him, so as to show the leader's mind and politeness. When answering questions, leaders should not be led by the nose by reporters. They should lead the content to areas they are familiar with, or adopt clever avoidance, or pull the theme back. They can say: "The questions raised by Mr. Reporter are very interesting. It is very important, but very complicated, limited by today's time, I still want to continue talking on the original topic, and if I have time later, I am willing to answer the question just now." At the same time, for internal confidential matters, please be polite Decline or answer in a tortuous way. (3) Distinguish between inside and outside Generally speaking, domestic journalists are bound by political discipline and cultural traditions, so it is easier to answer their questions.However, the values ​​of foreign journalists are far from ours. Their political beliefs, social systems, and ethnic customs are different from ours, and they are different from ours in terms of solemnity and seriousness.Of course, the vast majority of them are still out of good intentions, but there are also many people who have ulterior motives and even have ulterior motives.This requires leaders to pay attention to the differences between domestic and foreign journalists when answering questions, and to be cautious about those foreign journalists who ask weird and tricky questions and who like to play up the negative side.Of course, the leaders must have a clear intention in contacting foreign journalists, that is, to make China known and understood by more and more people, and at the same time, to make more and more foreign journalists friends of China. (4) Pay attention to identity Leaders answering reporters' questions is often an opportunity for the organization to disseminate information and express ideas. At the same time, it is also a manifestation of the leader's political attitude, leadership style, and leadership ability, so it should be rigorous and serious.If the answer is inappropriate, or the language is gaffe, the consequences are also serious. (5) Correct posture In front of reporters or TV cameras, leaders should maintain good manners. For example, in terms of clothing, men should dress generously and dignifiedly, and women should not wear clothes that are too bright.Hair should be tidy and not too fancy.When accepting an interview, you should be calm. When accepting an on-site interview, you must enter the scene in advance to adapt to the environment and adjust your emotions.When answering questions, you are generous and make people feel that you have a plan in mind. As a leader, you must be strategic when facing the media, neither avoiding nor getting too close.The following ten strategies may make you less passive in front of the media. (1) Main strategy Make an effort to get the media to focus on events from your perspective.You can release information to all media outlets at the same time, or you can leak information to a reporter and make it an "inside view".The latter strategy is often ideal if you want to test audience reaction first. (2) Object strategy Let the media cover an event without highlighting your organization.You may provide some "third-party" views or comments through commentators in other organisations. (3) "Hard news" strategy Make news through events, protests, press conferences, editorials, marches, research, and more.Or trigger media reports by increasing "heat", calling for change, and "making the incident more dramatic".This strategy works well if you can portray your organization as the victim of a corporate or political "hooligan." Of course, this "hard news" strategy also has its negative side. It is relatively time-sensitive, and its influence will soon weaken, and once a certain impression is formed in the minds of the audience, it is difficult for you to change it. .Usually, the main purpose of this method is to put pressure on the government or related agencies, or to attack your political opponents. (4) "Soft news" or special topic strategy The "soft news" or feature strategy is a type of in-depth reporting strategy - usually used in the media's feature/lifestyle sections or talk shows.It requires the news publisher to invest a long time, to have a lot of patience, and to maintain a certain relationship with the relevant editor, producer, or reporter, and the two sides can reach a certain consensus on the current matter, or at least the two sides Everyone thinks it's important. (5) Quick response strategy When all the elements are in place, you can consider using this strategy. If executed well, you can use this strategy to make those who attack you suffer.This is especially true when you respond from a perspective of "looking at the big picture" or "facing the real problem," and expressing it in a tone of "sadness, not anger." (6) Low-key strategy The goal is to keep your organization out of the media's sights, and as long as the media doesn't put your organization in the spotlight, the strategy will work.Be careful when using this tactic, it may become a weapon for the opponent to attack you. (7) "You may never love us, but we want you to hate our enemies" strategy The main purpose of this strategy is to expose the opponent's weaknesses.In many political campaigns, this approach can easily be considered a "violation of the principles of fair competition".When using this strategy, you must maintain a balance of perspectives, pay attention to consciously affirming the other party, and at the same time, pay attention to asking some specific questions instead of talking about them in general. (8) "To be a good topic, you must first be a good resource" strategy When using this strategy, you should provide journalists with more help—helping them understand the cause and effect of the relevant events, rather than simply conveying information.With this strategy, you can build a relationship of trust with the media—and thus make it easier to control media coverage. (9) "Educational Media" strategy If you have a complicated story to break, don't try to "quick hit" the media.Instead, educate the journalists and producers you choose by giving them enough background information, holding conferences, inviting the media, etc. This strategy is a long-term strategy, but once a "trigger" event or new development occurs, and the media finds an opportunity or reason to report it, its effect will be brought into play immediately. (10) "Cumulative regional media" strategy Occupying regional outlets one-by-one often has a huge impact because of the limited news capacity of national outlets.In fact, the cumulative audience of regional media evening news broadcasts is much larger than that of comprehensive network TV news programs.Technically speaking, it is far less difficult to make a regional news than a national news, and this strategy can effectively avoid "overexposure".The strategy is usually in the form of face-to-face interviews or a satellite media tour. When facing the media, there are both verbal and non-verbal communication. Verbal communication is a very important part of media interviews, but non-verbal communication is also essential for establishing the image of yourself and your company.Therefore, only by coordinating verbal and non-verbal communication can we present the most perfect image to the media and the public. (1) Voice communication in reporter interviews Communicate with one person in the audience.Imagine you are in that person's living room.Try to make your words less formal, as in a one-on-one conversation.Don't think you're dealing with a mass of "unfeeling" audiences.Words must be powerful, passionate, and friendly.Be polite, but keep your tone firm and decisive. ① Sentences should be concise Be careful not to use "uh", "ah", "oh" and other repetitive words in the speech, and it is best to keep a certain distance between each word. ② Control your speaking speed If you speak too quickly, the audience will feel frustrated and feel rushed or hesitant.So be sure to adjust the speed of speech at any time during the interview, so as to make your speech more interesting. ③The tone should be varied By emphasizing the key words in each sentence, you will add variety to your speaking style, so that your answers will not be too monotonous and boring. ④ Pause every now and then Pausing before or after key words will highlight them and give the impression that you are thinking. ⑤ Keep it as simple and direct as possible Clear, plain language is critical to understanding.Don't use jargon, "official" or highly technical words, and don't use long sentences that will only turn your audience off. ⑥ have strength Ultimately what the viewer or listener remembers is the strength with which you spoke about the topic, never allow your voice to get smaller and smaller. ⑦ Articulate clearly Open your mouth and say every word clearly without slurring.I suggest you try the pronunciation exercises we are about to talk about.Practice removing the "uh..." and "ahh..." Describe your room to a person and tell him or her to clap your hands every time you say "uh" or "ah."Keep practicing until you can go a minute without hearing the clapping.Repeat this exercise three times a week until you become aware of your problems and consciously replace the "uh" and "ah" with silence. ⑧ Tone and attitude Try to make your audience perceive you as: humble, rational, open, relaxed, friendly, positive, and confident; don’t be perceived as: complacent, arrogant, hostile, defensive, overwrought, negative, hard to please. (2) Silent Communication in Journalist Interviews ① Posture Use non-verbal means to make the audience feel that you are open, honest, relaxed, and in good shape. Don't shrug your shoulders. Wear a coat, but it doesn't have to be buttoned up. Keep your upper body straight, not leaning. You can place your feet flat on the ground, or cross your legs (but face the interviewer). Rest your elbows lightly on the arm of the chair.Do not cross your hands or lean on one arm. Don't put your arms around your chest - that will make you feel defensive. Don't tilt your head to one side—it makes you feel anxious or weak. ② Your facial expression Vivid facial expressions will connect your feelings and words.For example, you can raise your eyebrows and stretch your cheeks. Communicate your enthusiasm through facial expressions and body language. Smile when appropriate. Don't distract the audience with pointless gestures. To grasp the balance between calm and enthusiasm. Make sure to maintain eye contact with the interviewer, but don't stare blankly. When recording, be sure to look at the camera as the interviewer asks questions and as you answer them. ③clothing and appearance When it comes to TV interviews, the audience's first impression is often of how you look, not what you have to say.So you start by making sure what you're wearing doesn't detract from—rather enhance—the message you're trying to convey. male: Don't wear black coats, they will make the audience lack trust in you. Do not wear exaggerated colors, patterns or styles.Neutral colors—especially grays and blues—tend to help elevate your image.For anyone—except those of fair complexion (and in that case, I suggest you try charcoal gray or a medium blue) - navy blue is the best choice. A fine-grained shirt will create a hybrid effect on TV, with all the textures blending together. You can wear a light white or wide-striped shirt. Wear it with a tie in a strong color -- say burgundy -- to bring out the color on your face.Make sure the tie is long enough, and definitely straight down. A beard or moustache will lower the audience's trust in you and make you appear stern.If you don't want to shave your beard, make sure it's well groomed so it doesn't cover your upper lip. If you are bald, it is recommended that you use some makeup powder to avoid reflections. female: Consider a jacket paired with a skirt or a well-tailored coat. Don't wear skirts that are too short. Wear as little jewelry as possible. Don't wear plain white pants (unless paired with a jacket), and don't wear fine lines or anything that would interfere with the video. Keep your hair off your face. ④ Some advice on clothing and appearance Your clothing should support or emphasize your message.Choose appropriate clothes so that you can make the intended impression on your audience. If you wear glasses, it is best not to bring reflective eyes.Don't wear half-frame glasses, or any lenses that block your eyes.And make sure your glasses don't slide up the bridge of your nose during the interview. Remember that clothing can reinforce your message and tone of voice and accentuate your confidence, which in turn can undermine your message and your credibility. During the interview, the interviewer often asks some questions that may cause you trouble. Below we will discuss how to deal with these questions. (1) When the other party asks some questions with ulterior motives, don't accept the prerequisites of the other party's question, you can ignore it.Or you can politely but firmly contradict the premise of the other person's question and go on to say what you want to convey. For example: Question: "How much harm did his allegations do to your institution?" Response: "I'm very sorry, but I disagree with you. In fact..." (2) When the other party asks some inducing questions, don't repeat the other party's inducing words, you can even deny them.Rebuttal without repeating leading words. For example: Question: "Do you think this company is overly greedy?" Answer: "I don't think so. They're a very competitive business..." (3) When the other party asks you to express your personal opinion, if the answer is inappropriate no matter what, just return the question to him directly. For example: Question: "What do you personally think about this?" Response: "I don't think the problem is my personal opinion. The problem is..." (4) When the other party asks you to speak on behalf of others, don't avoid questions.Speak only on behalf of your organization. For example: Question: "What decision do you think the city government will make?" Answer: "I'm afraid you have to ask the city government about this." (5) When the other party asks a question that you don't know the answer to, don't pretend to understand, but tell the other party that you don't know, and offer to help the other party with inquiries.Never lie, never guess. For example: Question: "What is the investment amount this time?" Answer: "I'm not sure yet. But I can check for you." (6) When the other party asks a question that you know the answer to but cannot say, the best strategy is to tell the other party why you cannot give the answer. For example: Question: "What is your quotation?" Answer: "I can't say this, because this is classified information, and this matter is still inconclusive." Alternatively, the following responses are optional: It's not my place to comment on this matter. This issue is very sensitive. This issue is still being discussed and negotiated. (7) When the other party gives you two choices, ignore the two options proposed by the other party.Or simply state your point of view. For example: Question: "Are you going to increase the funding amount, or keep the status quo?" Answer: "Neither. Our goal is to provide high-quality service." (8) When the other party asks an emotionally biased or hostile question, don't be hostile or emotional when answering the other party's question.Immediately and flatly deny the other party's statement, or repeat what the other party has just said in an unemotional statement. For example: Question: "Aren't you killing customers?" Answer: "Of course not. If you ask me if they're going to hand over some extra money, unfortunately, the answer is yes." (9) When the other party asks a question that is hostile but contains some truth, repeat what the other party just said in your own words. For example: Question: "Why did you fail to meet the deadline and it ruined your credibility?" Response: "It is true that we missed the deadline; but we have negotiated a new shipping date with the counterparty." (10) When the other party is repeatedly entangled on a certain issue, you may wish to show the other party that it is meaningless to ask this question at this time. For example: Question: "...then why are you reluctant to disclose this strategy?" Answer: "As I said, the strategy is ready to be launched and we will announce it to the outside world in due course. So it is pointless for us to discuss this issue at this time." (11) If the interviewer is clearly unwilling to give up on an issue and you do not want to continue the conversation on the issue, tell the interviewer politely but firmly that you are not prepared to give in.Repeat your message.Let the interviewer figure this out.If it’s a live broadcast, the interviewer obviously has his image in mind—he doesn’t want the audience to feel like he’s harassing you.If it is recorded and broadcast, the reporter is likely to insist on asking questions until he gets the answer he wants. For example: Question: "It's very important to us if you could speak more clearly." Response: "I think we've touched on this a while ago..." or: "It doesn't make much sense to repeat the question. I've said all I can say on this one." （12）当对方提出一些开放或模糊的问题的时候，如果你没有真正理解问题的话，请对方澄清，或者你也可以利用对方的提问来传达一些有利于你的信息。 For example: 问题：“跟我们谈谈你的组织吧？” 回答：“请问你对哪一具体的方面感兴趣？” （13）当对方谈到某些谣言的时候，直接回应这种谣言不值得回答。 问题：“据说其他团体也同时就此事……” 回答：“回应谣言显然是不适当的；只有当问题真正出现的时候，我们才需要去解决它。”或“到目前为止，我并没有找到证据来支持这个谣言。” （14）当对方提出一些假设性问题的时候，可直接表明态度。 For example: 问题：“如果双方不能达成一致的话，你们会怎么办？” 回答：“我不想进行假设……”不要假设，表明对方提出的问题只是个假设。 （15）当对方提出一个由很多部分组成的问题的时候，你不一定要回答对方的所有问题。 问题：“这些变革将会产生怎样的影响……你是否能够同时继续……或者说，你是否将不得不……” 回答：告诉对方你很清楚他的问题：“你刚刚提出了一系列问题……”然后选出那个你想要回答的问题：“我们首先谈谈你的第一个问题。这些变革将会使我们更加高效……” （16）当对方要求你向其他人提出建议或推荐，不要当众提出建议或进行任何推荐，除非你希望给对方施加公众压力。 For example: 问题：“关于这件事情，你会向主管人员提供怎样的建议？” 回答：“主管人员会听取来自许多方面的建议，而且，如果想知道我的想法的话，他会通过适当的方式来接洽我的。”或“我可不想通过媒体来对主管人员提出任何建议。” （17）当对方对你表示同情的时候，不要因受对方引导而盲目同意对方的观点。 For example: 问题：“我想同时应对这么多问题一定很辛苦吧？” 回答：“哦，我觉得这并不是主要问题。要知道，我们都得各尽其职。” （18）当对方提出一个二选一的问题的时候，不要逃避问题，那样会让人感觉你有些不安。 For example: 问题：“你有没有做这件事情？” 回答：“是的，我做了，（或者是'不，我没做。'）让我解释一下我为什么……” （19）当对方是在进行单方面提问的时候（当受众已经很明显地看出了这一点之后），这是在告诉提问者以及受众你已经认识到了对方的用意。注意语调，一定不要让人感觉你充满防御心理。 例如回答：“你这个问题背后的假设很有趣。”或“显然，你对这件事情有着自己的看法。” （20）当对方采用一种玩世不恭的口气进行提问的时候，不妨坦白直言。 For example: 问题：“好了，你不是真的那么认真吧？” 回答：“如果你不介意的话，坦白讲，我觉得你的口气有些玩世不恭。为什么会这样呢？” （21）当对方打断你的时候，你越早告诉对方你不会轻易被打断，对方在接下来的谈话中打断你的可能性就越小。不要去跟打断你的人抢着讲话。 For example: 当你第一次被打断的时候，不要介意。等着对方讲完，然后你再继续讲： 回答：“我想继续谈完刚才的话题，因为这非常重要……” （22）当对方提出一个无关问题的时候，如还想使谈话进行下去，可迫使对方调整话题。 For example: 问题：“你怎么看待自己的生活？” 回答：“那可说来话长，我们抽时间另谈吧——可那跟我们现在讨论的话题并没有什么关系……”或“是的，怎么啦？”（微笑） 身为领导，只有在充分了解了媒体各种采访形式之后，才能够从容地面对，才能够充分地发挥自己的语言优势。下面就介绍几种常见的采访形式以供参考。 （1）面对面采访 如果要进行一场面对面采访的话，你通常会提前很长时间得到通知，这样你就会有很多时间来进行准备。在进行实际采访的时候，你沟通的方式通常要比你讲话的内容更加重要。 采访时通常会录音，所以如果你不相信该记者或者你要谈论的是一个比较复杂的话题，建议你问清对方你自己是否也可进行相应的记录。 广播采访的目的是从你这里得到一些“录音片段”和“现场情况”——其中通常会包含一些来自周围环境的声音，比如说电话铃声或者是你的工作场所经常会出现的一些声音。事先检查办公室的工作环境（比如说墙上的海报等）；在接受采访时注意你的面部表情以及肢体语言等，以免不小心流露出一些负面信息。 尽量采用非正式的风格——让采访者和你自己都感到轻松。 注意那些“随口说出的”言论——无论是在采访之前、采访当中，还是在采访结束之后——它们很可能会成为引用的对象（尤其是当你放松警惕的时候）。 （2）电话采访 通常情况下，对方会对采访进行录音。如果你不确定的话，建议你事先询问清楚。把电话放到距离你嘴巴一英寸的地方，一定要在声音中表现出你的力量和自信；对关键词要进行强调；发音清晰，语速要放慢；上身保持直立。 不要因为沉默而感到压力。 在开始回答问题之前，稍微停顿一下，整理好你的思路。 语调要欢快、充满热情。 面部表情要生动；它会使你的语调充满热情。 重复你的信息。 在结尾的时候进行总结。 （3）在录音棚内举行的直播采访 保持令人愉快的语调，同时要注意跟采访者保持目光接触。 面部表情要丰富，或者是通过微笑使你的语调充满热情。 发音清晰。 降低语速，语调要富有变化。 回答问题一定要简短（最多不超过30秒）。 想象你在进行一场“充满活力的对话”。尽量使你的语调和节奏跟采访者保持一致，除非对方开始变得令人讨厌（在这种情况下，你的语调要跟对方形成鲜明对比）。 想象有一位听众正在家里或在车上听你讲话——试图在心理上跟这位听众建立联系。 （4）跟其他嘉宾进行连线 不要让其他嘉宾影响了你的原定计划。 不断在他们所说的内容和你所传达的信息之间建立联系。 在表达不同意见的时候，语气要坚定，但态度要礼貌。 谈话时不要夹杂私人情绪。 表现出一定的幽默感（但不要咄咄逼人，也不要去讽刺挖苦别人）。 直接回答主持人提出的问题，但说话的时候大部分时间要冲着其他嘉宾。 （5）热线广播节目 如果你被邀请当嘉宾： 事先要了解媒体形式是怎样的。了解热心听众是否可以跟嘉宾进行长时间互动？主持人是否会在第一个问题之后就开始介入？ 你的目标是说服听众，而不是打来电话的热心听众。 尽量跟热心听众建立关系。称呼对方的姓名，在回答问题之前先确认对方的问题，比如说，“你提出了一个非常重要的问题……” 如果你发现对方并不能接受你的观点，礼貌地表示“尊重对方的权利”，然后接听下一个电话。 一定要对热心听众表示尊重——即便对方可能并不值得你这样做。你会在其他听众心目当中建立好感。 通常情况下，你可以直接跟热心听众进行对话，无须通过主持人。 准备好一些其他谈话内容，因为听众可能要过一段时间才打来电话。 （6）在摄影棚里进行电视采访 提前赶到摄影棚，熟悉环境，让自己变得放松。 通常情况下，你首先会被带到化妆间（提前检查对方是否会提供化装服务）。 化完妆后，你会被带到等候间或直接带到现场。保持安静，服从现场指导人员的安排。 在这段时间里，你可以喝些水——不要喝咖啡，同时你可以进行深呼吸练习。 如果你有任何要求的话，直接告诉现场指导，他会把你的要求转达给控制室。 了解哪个镜头距离你最近——如果你需要直接向观众讲话或者是要展示一些东西的话。 在开始之前，询问采访者第一个问题是什么，这样你就不会惊慌失措了。 （7）远程采访（现场直播或录播） 在进行远程采访的时候，往往是记者在一个地点，而你（有时是好几位嘉宾）在另外一个距离很远的地方冲着电视摄像镜头讲话。 直接看镜头，不要去看电视监控器，也不要东张西望。 把摄像机镜头想象成采访者的眼睛。尽量采用一种低调、动人的语调。 一直看着镜头——即便是在其他嘉宾或者是主持人讲话的时候。 如果有其他嘉宾的话，你可以直接跟他们进行交流——不要通过采访者。 在讲话的时候，感觉好像跟主持人在一个房间里——不要大声喊叫。 面部表情要生动，展现你动人的风采。 尽量使用一种放松、非正式的“对话性”语调。 确保耳塞被紧紧地固定在你的耳朵上。如果它掉出来的话，立刻平静地将其放回原位，然后继续接受采访。 不要在有人提问或其他嘉宾讲话的时候看着镜头之外的地方。 如果没有听清问题，礼貌地请采访者重复一遍。 （8）现场热线电视节目 有主持人（可能是在录音棚里，也可能是通过卫星进行的远程采访）以及热心观众参与的采访，它很容易使你和你所谈论的话题成为大众的焦点。接受这种采访确实有些冒险，所以必须要慎重对待。 基本原则： 这种采访实际上是一系列谈话，而不是一次“质问”，所以在接受采访的时候，你一定要：有趣、简洁、让人感觉容易相处，并且带有一些自嘲式的幽默。 如果你跟主持人处于同一间录音棚，一定要在对方提问的时候直接看着他。在接听热线电话或回应热心听众的时候，目光要转向摄像机镜头。 如果是在接受一次通过卫星进行的远程采访，你可以在主持人或热心观众讲话以及你在回答问题的时候看着摄像机镜头。 尽量记住热心听众的姓名和地点，在回答问题的时候一定要首先回应对方的问题，然后再进行具体的解答。答案的长度不应当超过30秒钟。 （9）电视采访——面对面（录播） 留出大约十五分钟时间给工作人员布置场地，最后再留出十五分钟时间收拾一切。如果工作很忙，建议你不要在办公室接受采访。 选择一个比较适合电视节目工作人员及设备的地方。不要让他们把你安排到一个生硬、“官僚位很浓”的地方（比如说办公桌后面）。 提前准备好一些有趣的视觉工具（比如说海报、表格等）或者是背景来提高采访的视觉效果。 在接受采访之前，一定要把那些你不想在镜头上出现的物品、文件、海报等收拾好。 对整个采访过程进行录音（或录像），这样你就可以保留一份自己的记录（事先要征得对方同意）。 采访者通常会需要一到两段可以使用的“录音片段”，所以你一定要做好准备。 放松，准备好进行“表演”，比如说接听一个电话或者是走进办公室等，以制造“现场感”。 采访结束之后，你通常会被要求“点点头”，假装是在跟记者进行谈话（为了满足后期剪辑工作的需要）。这时候麦克风仍然在你身上，所以千万不要说一些会让自己后悔的话。 （10）突击采访——一名或多名记者 可能是“伏击风格”或者是随便在大厅里、在楼梯上，也可能是在一场演讲或新闻发布会的后台进行的一对一的采访。 回答问题时一定要简短（5到20秒钟）。 让谈话沿着自己预定的轨道进行，尽量重复你的主要信息，从而增加被播出的几率。 不要指代以前的答案（不要说“正像我前面谈到的那样”）。 如果采访你的是一群记者的话，不要在回答问题时提到任何一位记者的姓名——如果是那样的话，其他的广播记者将无法使用你这段讲话。 不要给你的答案编号。 不要回答所有的细节问题或问题的所有方面。回答重要的问题或问题的一个方面，然后把话题转移到你的信息轨道上。 在对方提问时若有所思地低下头去（好像你在听对方提问），这样你可以控制自己的语速。对方问题结束的时候，你可以停顿一下，然后抬起头，直接面向提出问题的那位记者说出你的答案。这样你可以在“录音片段”开始之前给自己一些时间去思考。 放慢语速。不要在还没想清楚的情况下说出答案。时常通过简短的停顿来强调重点词，同时给你一些时间去思考。 无论对方的问题多么尖锐，都要保持低调和冷静。 不要让突击采访持续的时间过长——最长不应超过10分钟。一旦你不说完自己想说的话，立刻跟对方表示抱歉，然后礼貌而坚定地离开。 如果记者不停地向你提出问题，你可以重复自己的核心信息（这些信息通常比较简短、空泛，比如说“我们的目标是确保……”）或向记者保证你“在得到更多信息之后”会答复他们，然后离开。 （11）记者招待会 主持人——可以是你的公共事务部负责人，也可以是你的媒体秘书来制定记者招待会的基本规则： 要求记者在提问之前首先进行自我介绍。 要求每个记者只能提出一个问题。 设定时间界限——大约为30分钟。 发言人——或者是新闻人物——做开场陈述： 开场陈述通常为5到10分钟时间，目的在于向记者传达核心信息。记得在为记者准备的媒体包里放上一份开场陈述的打印稿。 使用视觉工具来说明此次事件，你所关心的问题以及你所要传达的核心信息。 结束：主持人可以通过倒计问题，比如说“还有最后三个问题……”、“最后两个问题……”、“最后一个问题”的方式来结束此次会议。 不要让会议的时间持续过长——最多不超过30分钟。 在会议即将结束的时候，告诉记者后续采访、下次记者招待会或吹风会的时间安排。 由于领导者与新闻界交谈时，所涉及问题的多样性和敏感性，要求领导者的语言要把握好分寸。尤其是在涉及政治领域的时候，一言不慎可能招来弥天大祸。 所谓分寸感是指语言表达者对情感、政策尺度准确把握的感知。分寸感也是衡量领导者政治素养、思想水平的重要方面。分寸感要求领导者在与新闻界交谈时，态度感情必须恰到好处，既不能不够，也不能过火。过犹不及的箴言应该始终牢记于心。 要准确地把握分寸，就需要表达者加强思想修养，增强政治素质，提高政策水平。 另外，把握分寸的另一个要求体现在说话的数量上，所谓“言多必失”就是这个道理。美国公关专家特意指出，必须记住，要首先考虑记者的工作，其次才是私人关系。如果记者虽被告知某某消息或评论是“不许见报”的，但记者仍然报道了它，这并不一定意味着记者存心要跟这个人作对，而很可能是记者认为，让公众知道比维持私交更重要。记者合上笔记本要离开时，你就得注意了，因为这个时候许多被采访者便会放松警惕，说些严重有损于组织形象的话。所以一条基本原则就是不要说什么“不许见报”之类的话。哪怕记者们关上了录音机、收起了照相机和笔记本也不要说这些话。只对记者讲你认为可以公布的东西。