How to Respond to the Media During a Crisis

Preparing for reporter inquiries when the pressure is high

To respond to the media during a crisis, an organization should first understand who is asking questions, what the reporter already knows, what information can be confirmed, and how a response may affect the resulting story.

The organization should develop clear messages, anticipate difficult questions, designate an appropriate spokesperson, and respond within the reporter’s deadline whenever possible.

A reporter’s call can create urgency, but urgency should not eliminate judgment.

Gather information about the inquiry

Before agreeing to an interview or providing a detailed response, ask the reporter for basic information about the story.

This may include:

• The reporter’s name and media outlet
• The subject of the story
• The specific questions being asked
• The reporter’s deadline
• The people or organizations the reporter has contacted
• Whether the story is for print, television, radio, online publication, or a podcast
• Whether the reporter is requesting an interview, a written statement, documents, or background information

The organization should also research the reporter’s previous coverage. This can help leadership understand the reporter’s area of interest, level of knowledge, typical approach, and potential direction of the story.

Do not assume that silence will stop the story

A story may be published whether the organization responds or not.

Declining to comment may sometimes be appropriate, particularly when legal restrictions, privacy obligations, or incomplete information prevent a meaningful response. However, silence may also leave allegations, criticism, or incomplete facts unanswered.

The question is not simply whether to comment. The question is whether a responsible response can improve the accuracy, fairness, or context of the story.

Even when an organization cannot discuss every detail, it may be able to correct inaccurate information, explain its process, provide relevant background, or communicate what it is doing to address the matter.

Decide how to respond

A media response can take several forms.

The organization may provide:

• A short written statement
• A longer written response
• Background information
• Documents or supporting materials
• A telephone interview
• An on camera interview
• A briefing with leadership or a subject matter expert
• A statement from legal counsel

The right format depends on the situation.

A written statement provides control over the exact language. An interview may allow the organization to provide more explanation and demonstrate confidence. An on camera interview can be powerful, but it also creates greater risk when the spokesperson is not properly prepared.

The organization should choose the method that best supports its goals rather than automatically agreeing to the reporter’s preferred format.

Develop key messages

A spokesperson should not enter an interview with a script that sounds memorized. The spokesperson should have several clear points that can be communicated naturally.

Strong key messages usually explain:

• What happened
• What the organization knows
• What it does not yet know
• What the organization is doing
• What matters most to the people affected
• What the organization wants the audience to understand

Messages should be concise enough to use during an interview and specific enough to provide meaningful information.

Repeating a message is not the same as avoiding a question. A spokesperson should answer responsibly and then connect the answer to the organization’s most important point.

Anticipate the hardest questions

Media preparation should focus on difficult questions rather than comfortable ones.

Leadership should consider what a skeptical reporter, customer, employee, opponent, regulator, or member of the public might ask.

Examples include:

• When did you first learn about the problem?
• Why did the organization not act sooner?
• Who is responsible?
• Have people been harmed?
• Did leadership attempt to conceal information?
• Has anyone been disciplined?
• Is the organization under investigation?
• How much will this cost?
• Why should the public trust you?

A practice session can help the spokesperson improve answers, identify weak language, and become more comfortable under pressure.

Choose the right spokesperson

The highest ranking executive is not always the best spokesperson.

The spokesperson should understand the facts, remain calm, communicate clearly, and have appropriate authority. In some situations, the chief executive should speak. In others, the better choice may be an operational leader, attorney, technical expert, human resources executive, or communications representative.

The spokesperson should know what information can be discussed and what information cannot be disclosed.

No spokesperson should participate in a high stakes interview without preparation.

Respect the reporter’s deadline

Reporters work under deadlines. Failing to respond on time may mean the organization’s perspective is not included.

The organization should confirm receipt of the inquiry and explain when a response will be available. When a full answer cannot be prepared by the deadline, a brief initial statement may still be useful.

An organization should not promise information by a certain time unless it is reasonably confident that the deadline can be met.

Understand when a conversation is on the record

Organizations should assume that conversations with reporters are on the record unless different terms have been clearly discussed and accepted in advance.

Terms such as “off the record,” “background,” and “not for attribution” may be interpreted differently by different reporters and organizations. They should not be used casually.

A spokesperson should never disclose information based only on the assumption that a reporter will keep it private.

Avoid common media interview mistakes

Common mistakes include:

• Speculating about facts that have not been confirmed
• Repeating inflammatory language from a question
• Becoming defensive or argumentative
• Offering more detail than the situation requires
• Using technical language that the public will not understand
• Assuming that a casual conversation is private
• Saying something is “not a story”
• Attacking the reporter
• Making statements that conflict with legal filings or internal communications
• Trying to fill every moment of silence

A spokesperson should answer the question, communicate the key point, and stop speaking when the answer is complete.

Follow up after the response

After responding, the organization should document what was provided and monitor the resulting coverage.

A factual error may justify a polite correction request. Disagreement with the tone of a story usually does not.

The organization should also determine whether the media inquiry signals a broader issue that requires employee communication, stakeholder outreach, social media monitoring, or additional public information.

Related topics

• What is Crisis Communications?
• What to Do in a PR Crisis
• How to Write a Crisis Statement
• When to Hire a Crisis Communications Firm
• Crisis Communications for Lawsuits

Speak with David PR Group

Media inquiries during a crisis require more than a quick statement. They require an understanding of the reporter, the likely story, the organization’s audiences, and the risks created by different response options.

David PR Group helps organizations evaluate media inquiries, research reporters, prepare key messages, anticipate difficult questions, train spokespersons, and respond with accuracy and judgment.

Contact David PR Group for a confidential discussion about a reporter inquiry or another sensitive communications issue.