Chapter 24 Chapter 6 Eloquence in the face of the media: the requirements for leaders in the new era

As a leader, frequent contact with the media is inevitable.Leaders represent the reputation and image of the company, so when facing the media, leaders are required to be calm, unrestrained and calm. The professional characteristic of the press is to attach importance to the objectivity, timeliness and fairness of news reports, and not to be influenced by other forces.Leaders must respect the profession of journalism.This requires respecting the independence of the status of journalists, and not using the press purely as a tool to promote the organization, inducing or coercing to report news that is beneficial to the organization.Otherwise, it would be tantamount to underestimating the social status of the news media, and as a result, they would not get their cooperation and support.

Moreover, the news media emphasizes seeking truth from facts, likes the truth, and opposes falsification. Therefore, when dealing with the press, leaders must be sincere, sincere, and seek truth from facts. The news materials they provide must be authentic and credible, without human factors.Do not block journalists from news, even news that is not good for the Organization.Do not boast when providing news, and ensure the quality and quantity of the press releases you write, and avoid shaming.The questions raised by the news media generally involve major events in social politics, economy, and cultural life.In this situation, it is even more required for leaders to be realistic when speaking, and to say what they say.If it does involve important secrets and cannot be disclosed to the press, it must be expressed in diplomatic terms and without falsification.In order to show off their eloquence, some leaders often exaggerate, say some exaggerated words, and boast, not only may inadvertently reveal things that should be confidential, but also give people an unreal feeling and arouse strong resentment from the audience.

In addition, when interacting with the press, we must also consider the specific situation of the other party and the psychological state of the audience and the audience. They should not be stereotyped, but should be differentiated and analyzed in detail to promote mutual understanding and two-way communication between the two sides.If you don't consider the other party's psychological emotions, simply stand on your side and narrate your point of view, indoctrinate the other party, or even force the other party to accept your point of view, you will not give people the impression of seeking truth from facts, authenticity and credibility.

The U.S. government also attaches great importance to the news media, and strives to play the role of the news media as a "loudspeaker".The U.S. government recognizes that "the power to control information is an important lever for controlling society."The US press believes that "the US president and government are the number one news in the US and the world." Based on this understanding, successive US governments have attached great importance to the relationship with the press. .In addition, Reagan's public relations team produced 30 to 60 seconds of news content inserted into the evening news of the day every day.What they emphasize is that the report should be true, fair, comprehensive and objective.This is also based on the need for long-term cooperation between the two parties.

Leaders should treat all news organizations and media equally, regardless of their geographical distances, or their ranks.When receiving journalists and editors sent by these media organizations for interviews, treat each other with courtesy and equality, so that they can all obtain all kinds of information provided by the organization on an equal footing, and avoid favoritism.For the news organizations and journalists who have criticized the organization, we should ignore previous suspicions, do not make new enemies, let alone take personal revenge and infringe on the human rights of journalists, but should treat them as warmly as other organizations and journalists, and provide convenience for their news reports , to ensure their normal work.

It is precisely because of the important role of the media that the leader must be able to coordinate and communicate effectively with the media.This requires leaders to actively promote themselves in the media, so that the organization they lead can be more well-known, so as to expand their influence. News media have the characteristics of fast dissemination of information, wide coverage and high credibility.The most effective way for social organizations to establish a good image for the international public is to use the news media to shape their image. Since the emergence of mass media, the traditional leading public relations activities in our country have been further developed.Especially in the modern history of our country, the bourgeois reformers such as Kang Youwei and Liang Qichao used newspapers and other media to promote political reform activities, which was an outstanding leadership public relations activity in the political field.Objectively speaking, although the bourgeois reformists relied on intellectuals from the upper class, they still had a certain understanding of the power of the public and the importance of public opinion other than intellectuals.For example, Kang Youwei believed that at a time of national peril, "If we can unite 400 million people and everyone is angry, then there is nothing that cannot be done, and the trouble cannot be saved!" Liang Qichao pointed out: "Anyone who wants to do something for the people , If you resist public opinion, it will not be enough to accomplish things." Because of this understanding, Kang, Liang and others used newspapers and other media to carry out vigorous activities to promote political reform in society.Liang and Kang successively organized the Strong Society, the Holy Society, and the National Security Council, and founded newspapers such as "Chinese and Foreign Jiwen", "Qiang Xue Journal" and "Xin Zhi Bao" to vigorously publicize the reform, making the bourgeois reform idea deeply rooted in the hearts of the people and becoming a social trend.Mr. Hu Sheng once pointed out: "The reformers unfurled the banner of national salvation and aroused the patriotic enthusiasm of the masses, thus turning the political reform activities they launched into a mass patriotic movement." In this sense, the bourgeoisie The promotion of political reform carried out by the reformers was a very successful leading public relations activity.Because it "awakened the patriotic enthusiasm of the masses", it also enabled the reformers to establish good public relations with the intellectuals and other publics, and to a certain extent improved the relationship between the reformers and other publics.This is in line with the communication activities of modern leadership public relations.

After the founding of New China and before the Third Plenary Session of the Eleventh Central Committee of the Party, although modern leadership public relations has not been established in China, many leaders of the party and the country can use some public relations skills and arts more skillfully. For example: in the mid-1950s, facing the hostility of imperialism and foreign reactionary forces, the Communist Party of China and the Chinese government advocated in international exchanges that the "Five Principles of Peaceful Coexistence" should be adhered to in handling international relations, which was endorsed by international public opinion and strived for To receive extensive international sympathy, and gradually establish extensive international friendly relations with various countries.These activities and behaviors are consistent with the public relations of modern leaders who use communication as a means to establish an image by influencing public opinion.

To receive the news media with an open and equal attitude, excessive restraint or superior arrogance is not advisable.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 contents of entrepreneurs’ speeches are often serious and highly numerical. If they keep talking about such contents with a straight face, it is easy to make journalists feel cold. After they are published and broadcast through the news media, the public will naturally have some Without a sense of distance, the image of an entrepreneur must be rigid, boring, and unkind.Serious conversations throughout, whether in newspapers or on radio and television, have very limited spread.On the contrary, if you intersperse it with some interesting things from time to time, the communication effect will often be better.

For example, when an entrepreneur answered a question from a female reporter, he said: "This lady is from Sichuan, and the questions she asked are very difficult." The audience laughed.The lady was delighted, too, because to say her question was difficult was to say her question was on point. Then, the entrepreneur said: "Troublesome 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 entrepreneur communicated with reporters through humorous words, which achieved good results. To achieve communication and dialogue with reporters and audiences, some humane content can be interspersed. When facing the media, we must pay attention to strategies, neither avoiding nor getting too close. The following 10 strategies can make you, as a leader, more comfortable in front of the media and have both ways. 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.

Let the media cover an event without highlighting your organization.You may provide some "third-party" views or comments through commentators in other organisations. Make news through events, protests, press conferences, editorials, research, and more.Or trigger media reports by increasing "heat", calling for change, and "making the incident more dramatic".This tactic works well if you can portray your organization as a company or a victim of rumors. 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 relevant institutions, or to attack your opponent. 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 both parties can reach a certain consensus on the current matter, or at least both parties We think this matter is very important. 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." 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 turn into a weapon against you instead. 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. 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. 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. 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. During the interview, the interviewer often asks some questions that may cause you trouble. Below we will discuss how to deal with these questions. Question: "How much harm did his allegations do to your institution?" Answer: "I'm very sorry, but I disagree with you. In fact..." Advice: Don't accept the premise of the other person'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. Question: "Do you think this company is overly greedy?" Answer: "I don't think so. They're a very competitive business..." Suggestion: Don't repeat the other person's leading words (such as "greed"), you can even deny it.Rebuttal without repeating leading words. Question: "What do you personally think about this?" Answer: "I don't think the problem is my personal opinion. The problem is..." Question: "What decision do you think the city government will make?" Answer: "I'm afraid you have to ask the city government about this." Advice: Don't avoid the question.Speak only on behalf of your organization. Question: "What is the investment amount this time?" Answer: "I'm not sure yet. But I can check for you." Suggestion: Tell the other party that you don't know, and offer to help the other party with the inquiry.Never lie, never guess. Question: "What is your quotation?" Answer: "I can't say that because it's classified information. “This matter is still undecided. "It's not my place to comment on this matter. "This issue is very sensitive. "This issue is currently under discussion/assessment/negotiation." Suggestion: Tell the other person why you can't give an answer. Question: "Are you going to increase the funding amount or maintain the status quo?" Answer: "Neither. Our goal is to provide high-quality service." Suggestion: Ignore the two alternatives presented by the other party or state your point of view directly. Question: "Aren't you killing customers?" Answer: "Of course not. If you're asking me if they're going to hand over some extra money, unfortunately, the answer is yes." Suggestion: Don't be hostile or emotional when answering each other's questions.Immediately and flatly deny the other party's statement, or repeat what the other party has just said in an unemotional statement. Question: "Why did you fail to meet the deadline and it ruined your credibility?" Answer: "It is true that we missed the deadline; but we have negotiated a new shipping date." Suggestion: Repeat what the other person just said in your own words. 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." Answer: "I think we've just talked about this..." Or: "It doesn't make much sense to repeat the question. I've said all I wanted to say on this one." Suggestion: Tell the other person 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. Question: "Tell us about your organization?" Answer: "May I ask what specific aspect you are interested in?" Suggestion: Ask the other person to clarify if you don't really understand the question, or you can use the other person's question to convey some information in your favor. Question: "It is said that other groups also want to apply for a certificate." Answer: "Responding to rumors is clearly inappropriate; the only time we need to address a problem is when it actually arises." Or: "So far, I have found no evidence to support this rumor." Question: "What will you do if the two sides cannot agree?" Answer: "I don't want to make assumptions..." Advice: Don't assume.Show that the other person's question is just a hypothesis. Question: "What impact will these changes have...will you be able to continue...or will you have to...?" Answer: Tell the person that you know his question well: "You just asked a series of questions..." Then pick the one you want to answer: "Let's start with your first question. These changes will make We are more efficient..." Advice: You don't have to answer all the other person's questions. Question: "What advice would you give executives about this matter?" Answer: "The executive will take advice from many sources, and if he wants to know what I think, he will approach me in an appropriate way." or "I don't want to make any suggestions to the executive through the media. " Advice: Don't suggest or make any recommendations in public unless you wish to exert public pressure on the other party. Question: "I guess it must be hard work juggling so many problems at once?" Answer: "Oh, I don't think that's a major issue. We all have to do our jobs, you know." Suggestion: Don't blindly agree with the other party's point of view because of being led by the other party. Question: "Did you do this?" Answer: "Yes, I did (or 'No, I didn't.'), let me explain why I..." Advice: Don't run away from the question, it will make you feel a little uneasy. Answer: "The hypothesis behind your question is interesting" or: "Obviously, you have an opinion on the matter." Suggestion: This is to show the questioner and the audience that you have recognized the other party's intention.Be careful with your tone of voice and make sure you don't come across as defensive. Question: "Okay, you're not really that serious, are you?" Answer: "If you don't mind, I find your tone frankly cynical. Why?" Advice: Don't come across as aggressive or defensive. Answer: "You could downplay this if you wanted to (pause)...but a lot of people would disagree with your approach..." OR Answer: "I don't know what's so funny about this... " Advice: Keep your tone friendly and rational, and don't come across as defensive. Answer: "After posting this comment, do you have any specific questions?" Never mind the first time you get interrupted.Wait for the other person to finish before you continue: Answer: "I want to finish what I was talking about because it's very important..." Tip: The sooner you tell the other person that you won't be easily interrupted, the less likely the other person will interrupt you later in the conversation.Don't try to talk to the person who interrupts you. Question: "How do you feel about your own bankruptcy?" Answer: "That was a traumatic experience, let's talk about it another time - but that has nothing to do with what we're talking about..." or "Yeah, what's up?" (smile) Suggestion: Force the other party to adjust the topic. Answer: "I think we're digressing a bit. Let's get back to what we were talking about..." (In this case, the other party will ask a lot of questions about various aspects in a series) Answer: "We seem to be talking too much (pause)...Let me first focus on one aspect of what you just said." (after you have given the answer) You also remain silent. If it's a TV interview, you can nod slightly, look at the interviewer, and put on a look of anticipation. Answer: "I want to start by correcting something you just said..." Answer: "I think we're 'picking the nuts'..." Recommendation: Make sure the problem is not critical or not that important. Question: "Are you a cruel guy?" Answer: "Stop beating around the bush. Why don't you just be direct? (smiles)" or: "No, why are you asking that question?" Suggestion: Be sure to keep your answers short.Don't come across as "offended." Question: "Isn't this another proof that you are lying to the public?" Answer: "In fact, this question just shows that you, not me, may have a problem." Or: "I have a lot of respect for you, but I don't respect this question." Answer: "Excuse me, I want to ask what is the point of asking these questions?" Answer: "I can't promise that, but I can promise that I will try my best..." Answer: "No, but I can promise that I will try my best to..." Answer: "I have an important meeting coming up today and I can't answer this question. If you are interested, I will hold a reception tomorrow to answer any questions you may have." Or: "Sorry guys, I have important business needs I can't answer your questions today." As a business leader, only after fully understanding various media interview forms can he face it calmly and give full play to his language advantages.Here are some common interview forms for reference. If there is an in-person interview, you will usually be given a good deal of notice so that you have plenty of time to prepare.When it comes to conducting an actual interview, how you communicate is often more important than what you say. Some hints: Don't interrupt - such as the other party's phone call, etc. Find a convenient interview location. Interviews are often tape-recorded, so if you don't trust the reporter or you're talking about a more complex topic, it's advisable to ask the person if you can record it yourself. Print media interviews are often more in-depth, so make sure you are well prepared. The purpose of the radio interview is to get some "recorded clips" and "live situations" from you - which will usually include some sounds from the surrounding environment, such as the phone ringing or some sounds that are often present in your workplace.Check the working environment of the office in advance (such as posters on the wall, etc.); pay attention to your facial expressions and body language during the interview, so as not to accidentally reveal some negative information. Try to keep it informal - make it easy for both the interviewer and yourself. Watch out for "offhand" remarks—whether before, during, or after the interview—that are likely to become the subject of a quote (especially if you let your guard down). Typically, the other party will record the interview.If you are not sure, I suggest you ask beforehand. Hold the phone an inch from your mouth. Be sure to project strength and confidence in your voice; emphasize key words; speak clearly and slowly. Keep your upper body upright. Don't feel pressured by the silence. Before you start answering the question, take a short pause to collect your thoughts. Keep your tone cheerful and enthusiastic. Use facial expression; it will add enthusiasm to your tone of voice. Repeat your message. Summarize at the end. Never lose your temper. Don't make that "uh" sound -- especially when you're doing a radio interview. Keep your tone pleasant and make eye contact with the interviewer. Use facial expressions, or make your tone of voice enthusiastic by smiling. Pronunciation is clear. Slow down the speed of speech and change the tone of voice. Answer questions must be short (no more than 30 seconds). Picture yourself having a "dynamic conversation."Try to match your tone and cadence with the interviewer, unless the other person is starting to become obnoxious (in which case, your tone should be in stark contrast to the interviewer). Imagine an audience member listening to you at home or in the car—try to connect mentally with that audience member. Don't let other guests interfere with your original plans. Keep making connections between what they're saying and what you're getting across. When expressing disagreement, be firm but polite. Don't mix personal emotions with your conversation. Show some sense of humor (but don't be pushy or sarcastic). Answer the host's questions directly, but most of the time when talking to other guests. If you are invited as a guest: It is necessary to understand the form of the media in advance. Can enthusiastic listeners interact with the guests for a long time?Does the moderator kick in after the first question? Your goal is to convince the audience, not the eager listener who calls. Do your best to build relationships with interested listeners.Call the person by name, acknowledge the person's question before answering it, for example, "You have raised a very important question..." If you find that the other person does not accept your point of view, politely say "respect the other person's rights" and take the next call. Be sure to show respect to your interested audience—even if they might not deserve it.You'll build rapport with other listeners. Often, you can strike up a conversation directly with an interested audience without going through a moderator. When you don't want to get into an argument, you can turn to the moderator, "John, I think Mary made a very interesting point..." Be prepared for some other conversation, because it may be a while before the audience calls. Arrive at the studio in advance, familiarize yourself with the environment, and let yourself become relaxed. Typically, you'll be taken to a dressing room first (check ahead to see if they'll be offering makeup services). After your makeup is done, you'll be taken to a waiting room or directly to the scene.Keep quiet and obey the arrangements of the on-site instructors. During this time, you can drink some water—no coffee—while you do deep breathing exercises. If you have any request, tell the on-site guide directly, and he will pass your request to the control room. Know which camera is closest to you - if you need to address the audience directly or show something. Before you start, ask the interviewer what the first question is so you don't panic. Try to show your enthusiasm and energy in your facial expression and tone of voice. Don't think you're in front of thousands (or millions) of viewers, that will only make you more psychologically stressed. Think of the interview as an interesting conversation you're having with an audience member. You may be on camera all the time, so be sure to pay attention to your actions and expressions. Try to maintain as much eye contact as possible with the interviewer. Try not to look at what you look like in the monitor, it will only distract you. Remain calm, cool, and composed, with reason and fairness in your tone of voice. When conducting remote interviews, the reporter is often in one location, and you (sometimes several guests) are speaking to the TV camera in another place far away. Look directly at the camera, don't look at the TV monitor, and don't look around. Think of the camera lens as the eyes of the interviewer.Try to use a low-key, engaging tone. Keep looking at the camera—even when other guests or hosts are speaking. If there are other guests, you can communicate with them directly - not through the interviewer. When speaking, feel as if you are in the same room as the presenter—don't shout. Facial expressions should be vivid and show your charming demeanor. Try to use a relaxed, informal "conversational" tone. Make sure the earbuds fit tightly in your ears.If it falls out, immediately and calmly put it back in place and continue with the interview. Don't look off-camera when someone is asking a question or another guest is speaking. If the question is not heard, politely ask the interviewer to repeat it. Finally, if it's taped, don't be surprised to see the on-screen questioner be the producer (rather than the reporter who actually interviewed you). With a host (could be in the studio, or a remote interview via satellite) and an interview with an enthusiastic audience, it's easy to put you and the topic you're talking about in the spotlight.Accepting this kind of interview is indeed risky, so it must be treated with caution. The basic principle: This type of interview is really a series of conversations, not a "question," so make sure you're funny, concise, approachable, and have some self-deprecating humor when you're doing the interview. If you're in the same studio as the host, be sure to look directly at the host when he or she asks a question.When answering a hotline call or responding to an eager audience, look to the camera lens. If you're doing a remote interview via satellite, you can look at the camera lens while the host or eager audience speaks and you answer questions. Try to remember the name and location of the enthusiastic audience. When answering questions, you must first respond to the other party's questions, and then give specific answers.Answers should not exceed 30 seconds in length. Allow about 15 minutes for the crew to set up the venue, and another 15 minutes at the end to clean everything up.If you are busy at work, it is recommended that you do not do interviews in the office. Choose a location that is more suitable for the TV show crew and equipment.Don't let them put you in a blunt, "bureaucratic" place (like behind a desk). Prepare some interesting visual tools (such as posters, tables, etc.) or backgrounds in advance to enhance the visual effect of the interview. Before the interview, be sure to take out those objects, documents, posters, etc. that you don't want to appear on camera. Tape (or video) the entire interview so you can keep a copy of your own (with the other person's permission in advance). Interviewers will usually ask for one or two "snippets" to work with, so make sure you have that ready. Relax.Get ready to "act", like answering a phone call or walking into an office, etc., to create a "sense of presence". After the interview, you'll usually be asked to "nod your head" and pretend to be talking to the reporter (for post-editing purposes).The mic is still on you at this point, so don't say anything you'll regret.After the interview, you or someone else should stay in the studio and watch the interviewer "re-question" (during this process, the camera will be turned to the interviewer, who will repeat all the questions).Note that the tone and wording of the interviewer's repeated questions should be the same as in the actual interview (this is often the case in newsmagazine programs or longer "features"). When interviewing a news magazine reporter or in a recording studio, mentioning the interviewer's name in one or two of the most important answers can increase the likelihood that the conversation will be aired, such as, "Okay , Bill, this is an issue we are taking very seriously..." Because the other person is going through the clip first, you don't have to (and shouldn't) use negative words or frame the question.Just answer the question directly in your own words. It could be "ambush style" or a casual one-on-one interview in the lobby, on the stairs, backstage at a speech or press conference. Be sure to be short (5-20 seconds) when answering questions. Keep the conversation on its own course, repeating your main message as much as possible to increase your chances of getting aired. Don't refer to previous answers (don't say "just like I talked about earlier"). If you are being interviewed by a group of journalists, do not mention any one of them by name when answering a question—other reporters will not be able to use your speech if you do so. Do not number your answers. Don't answer all the details or all aspects of the question.Answer an important question or an aspect of a problem, then move the conversation to your message track. Lower your head thoughtfully when the other person asks you (as if you are listening to the other person's question), so that you can control your speaking speed.At the end of the other party's question, you can pause, then raise your head and speak your answer directly to the reporter who asked the question.This way you can give yourself some time to think before the "segment" begins. Speak slowly.Don't say an answer without thinking it through.Often use short pauses to emphasize key words while giving you time to think. No matter how pointed the other person's questions, remain low-key and calm. Don't let the unannounced interview go on for too long -- no more than 10 minutes at most.Once you've said what you wanted to say, apologize to the person immediately, and then walk away politely but firmly. If a reporter keeps asking you questions, you can repeat your core message (which is usually short and broad, such as "Our goal is to ensure that...") or assure the reporter that you "will get more information when you get it." ’ would answer them and leave. (See the "Event Planning" section on how to prepare for a press conference) Moderator - This can be your head of public affairs, or your press secretary to set the ground rules for the press conference: Reporters are asked to introduce themselves first before asking questions. Each reporter was asked to ask only one question. Set a time limit—about 30 minutes. A spokesperson—or a news personality—makes an opening statement: The opening statement is usually 5-10 minutes long, and the purpose is to convey the core message to the reporter.Remember to include a typed copy of your opening statement in your press kit for journalists. Use visual tools to illustrate the event, your concerns, and your core message. Closing: The moderator can end the meeting by counting down the questions, such as "the last three questions...", "the last two questions...", "the last question". Don't let the meeting go on for too long—no more than 30 minutes at the most. As the meeting draws to a close, inform the reporter of the schedule for follow-up interviews, the next press conference or briefing. If it's in a studio, it's advisable to tell the producer ahead of time that you're going to use some visual tools.Then discuss with the director the specific way to use these tools.Be sure to communicate well in advance. Unless you're going to use the visuals right away, don't let others see them; give the director a few seconds to prepare before using the visuals so that the cinematographer can move to the proper location for the shot. Present the visual tool clearly in front of the camera lens.To stand still, lean forward slightly to avoid reflections.Be careful not to let the visual tools block your face. When speaking, aim at the reporter or interviewer, not your visual tools. After speaking, slowly put down the visual tools in your hands, so that you can leave enough time for the photographer to prepare. Keep diagrams simple; viewers (and journalists) cannot easily comprehend and absorb too many details in a short amount of time. If it is live broadcast or recorded, and if the video materials, slides or photos you prepare appear on the TV monitor, be sure to face the camera lens when speaking, and make your speech consistent with what you have shown. Visual tools remain consistent. If it is a press conference, it is recommended that you keep the visual tools on a shelf, or you can also use a projector, which makes it easier for photojournalists to shoot.