A journalist’s job is to ask questions. And you’ve got plenty of answers.
You know your job. You know your organisation. You know your subject matter very well. You’ve been doing this long enough to answer almost any question a potential client might ask.
So why would you need help sharing what you know with the media? Do you really need training when you already know your stuff?
Yes, you do. Even if you’re the CEO.
And the fact that you know your stuff is one reason why you need it.
You know too much. You know things that shouldn’t be published. You have opinions that shouldn’t be quoted. You are great at descriptions, case studies, analogies and other ways of bringing your business to life. They serve you well in the boardroom. But they may not serve you as well in the court of public opinion.
The Media Is Playing a Different Game
Most executives approach an interview with one goal: to explain their organisation, its products, services or achievements.
Journalists approach the same conversation differently.
Their job is to find what is interesting, unexpected, significant or newsworthy. They are listening for developments, tensions, risks, opportunities and human impact. While you are highlighting the strengths of your organisation, they may be listening for an entirely different story.
Neither approach is wrong. They are simply different.
The challenge is that if you do not understand how media professionals think, you can easily wander into territory you never intended to discuss.
What You Say Is Not Always What Gets Heard
Without media training, it is surprisingly easy to reveal information that should remain private, make comments that can be misunderstood, or offer observations that sound very different once they appear in a headline or quote.
This is rarely the result of bad intentions. More often, it is the result of not recognising where the risks lie.
Media engagement is a professional skill in its own right. Subject-matter expertise is important, but it is not enough.
Training Builds Judgment, Not Just Technique
A good media trainer does more than teach interview tactics.
They help you develop sound judgment about what to say, what not to say, and how to recognise the moments when extra caution is required.
You learn how to communicate in ways that are accurate, engaging and quotable. You discover how to make your key messages memorable without becoming overly scripted. Most importantly, you develop instincts that help you stay on track when the conversation takes an unexpected turn.
The Most Valuable Part Is the Role-Play
The real learning happens when theory gives way to practice.
A good workshop will immerse you in realistic interview scenarios multiple times. You will be challenged. You may feel uncomfortable. That is exactly where the value lies.
Role-play exposes you to the kinds of questions journalists ask, the follow-ups they pursue and the pressure they can apply when seeking a clearer answer. It allows you to make mistakes in a safe environment rather than in front of an audience.
And those lessons stay with you.
An Opportunity Worth Preparing For
A media interview can be an important career milestone. It gives your organisation an opportunity to showcase its expertise, strengthen its reputation and contribute to industry conversations. It also gives you a chance to demonstrate leadership and reinforce your professional standing.
When that opportunity arises, embrace it.
Just remember that knowing your subject and knowing how to handle a media interview are two different skills. The executives who perform best are usually the ones who prepare for both.