“I don’t do statements. Statements are no good to man nor beast. Come on and say it yourself.”
Not our words.
They are those used by a radio journalist when an organisation sent a statement rather than put anyone forward for an interview.
It happened on BBC Radio Bristol recently when the local authority opted not to put someone forward for an interview on a story about a delayed development.
Presenter Emma Britton did reluctantly read the statement, but went on later in her programme to explain why she dislikes doing so.
She said: “An organisation or an authority sends a statement generally when they don’t want to front up. Let’s be really honest about this.
“I’m here on a public service broadcast to serve the public. Me reading out their words for them doesn’t serve the public and that is why I feel strongly about it.
“Let’s have a grown-up conversation rather than me reading out the words you have put on a bit of paper.”
Ouch.
So, should organisations ditch the statement and put people forward for interview? Are there any situations where a statement is the better option?
If you have been on one of our media training courses you will know we stress the importance of accepting interview bids.
While writing down what you want to say might sound like a safe choice, interviews enable organisations to shape the debate and change the way a story is presented. And it can be much easier for organisations to show compassion, reassurance, and care through an interview than through written words.
Statements are typically only used at the end of a story and there is no guarantee that they will be used in their entirety. In fact, they are rarely used in full.
Additionally, sticking to a statement can make an organisation seem defensive, secretive and unwilling to open itself to scrutiny.
There are, however, some situations where a statement is the best approach.
In the early stages of a crisis media management incident, for example, a short holding statement shows the media and your customers that you are aware of the situation and are working to resolve the situation and give you time to gather accurate information and better understand what has taken place.
But that holding statement will only hold for so long, and it is important organisations go on to engage with the media and give interviews.
A statement is also the better option when a media trained spokesperson is not available for an interview.
A spokesperson without media training would be horribly exposed.
Saying the wrong thing during a media interview has the potential to cause huge reputational damage. And in the digital age, it is no longer the case that what people say in an interview will be tomorrow‘s fish and chips wrapper – bad interviews can travel far and wide and be referenced repeatedly.
But organisations should rule out this possibility by ensuring they have several people who are capable of facing the media.
If your organisation has had bad experiences with a particular reporter and feels it has been unfairly treated or misquoted then it could be an option to decline the request and send a statement. But as, we’ve outlined earlier, that does remove the opportunity to shape the story.
The other scenario where a statement might work best is when the story simply doesn’t merit an interview. It is a question of judgement, but if you think a story poses no reputational risk and little in the way of a proactive opportunity, then a short statement should suffice.
But, in the majority of cases, when the media are clamouring for a response, there is little doubt an interview is much more effective than a statement.
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