Media Training Archives - The pincus Group

Executive Communication

test test — Tue, 28 Apr 2026 19:47:03 +0000

EXECUTIVE COMMUNICATION: Communicating Confidence When You Don’t Have Answers

Let’s face it: as humans, uncertainty makes us really uncomfortable. We’re naturally hardwired for predictability, to better identify and respond to threats. When we can’t see clear outcomes ahead, we can feel out of control and begin fearing and focusing on the worst. The very thing that helps us survive as a species, the need for predictable outcomes, becomes the thing that makes it so difficult to navigate and lead others through change and uncertainty.

So what do you do when your job requires leading through uncertainty? What helps leaders come to grips with their own fears of bad or unpredictable outcomes to help others navigate through them? Here are some techniques and tips to help steady leaders communicate confidently, even through uncertain times:

1) Know that it’s not acting.

No, you can’t simply hide your own doubts about what’s ahead. (If we were better actors, we might be doing something else besides tackling these problems). Rather than trying to hide the unknown, look to focus your communications on what you DO have confidence in. Stressing confidence in your team’s ability to find a solution for instance and reminding them they’ve navigated uncertainty before and learned from it, can help. It can make an enormous difference to those tasked with fixing a problem to know someone has confidence in their abilities to find a solution.

2.) Be realistic about expectations.

There are always things within an organization’s control and outside of it. There’s no need to gloss over what could go wrong, but the leadership message that’s needed in times of crisis or uncertainty is a focus on what CAN be controlled. This isn’t about always having an answer. It’s about having confidence in finding one. Help people focus on obtainable goals and real solutions. Those may not be perfect, but they will build community and purpose, even in the midst of what feels like chaos.

3.) Lead by example.

All eyes are on you routinely when you’re a leader, but when change and uncertainty hit, your reaction to it becomes even more important. Make sure your actions are aligned with your words. If you communicate confidence in your team’s ability, but then micromanage through stress, it’ll be noticed. If you empower others and step in only as necessary, that sends a signal as well about whether you believe your own words.

None of this is easy, but we tend to think difficult times reveals character more than shapes it. We’re probably right about that. Leadership communications requires real intent. Be sure those you lead clearly understand yours.

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The Language of Leadership

test test — Tue, 28 Apr 2026 19:45:25 +0000

If you found yourself at a meeting in which you didn’t know anyone or their titles, would you be able to pick out the decision maker in the room? It may not be the person who speaks the most, the one who looks the part, or even the one conducting the meeting. Yet if we’ve been around a workplace any length of time at all, we’re very attuned to picking up on the executive presence of decision makers, and the signals of authority that give us telltale clues.

That process is more art than science, but like art, we think we know it when we see it. There’s a deference afforded leaders and expectations about how they communicate to others. There are of course as wide a variety of leadership styles as there are individuals, but there are commonalities we look for that set leadership communications apart.

1) Authenticity
Generally, we expect a decision maker’s actions to align with their core beliefs. That means when there’s a sudden difficulty, budget cutbacks for instance, a noteworthy change in direction, or course correction needed, a leader recognizes the need to help others come to terms with it. Leadership communication must own the reality of why expectations have changed along with the acknowledgement of discomfort that comes with it, before convincing others that overall values and core beliefs haven’t been abandoned.

2.) Adaptability
When things go wrong in organizations, as they inevitably do, it’s up to good leaders to adjust and to help others do the same. Resiliency is a learned skill and leaders who can communicate openly about how they’ve adapted, can help their teams recognize that strength. Those who think talking about vulnerabilities or mistakes show weakness, are missing a real opportunity to show the kind of strength and agility that helps their teams meet new challenges in the future.

3.) Accountability
Leaders take accountability and make that clear in their communications. At the same time, no leader is expected to know the answer to every question or pretend they do. Good leaders aren’t afraid of saying “I don’t know”, but they do share a determination to find answers. Inspiring others to come together to provide them happens only when leaders make it safe for others to come forward. The leader who empowers others, even if they aren’t always the fastest route to a resolution, are the ones others recognize and reward with loyalty.

None of these traits are obvious to others unless they’re communicated clearly. If a leader thinks they’ve taken accountability, but no one else does, it didn’t happen. Leadership communications requires real intent. Be sure those you speak to understand yours.

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Why you flub those media interviews

aileen — Thu, 26 Mar 2026 18:02:55 +0000

Those speaking on behalf of their companies or organizations often dread media interviews more than any other kind of public speaking. Reframing the understanding of media interactions could help those same executives prepare to make the most of those opportunities. Here are just a few suggestions from your on-call media trainer, to help any senior leader prepare to meet the media:

1.) You’re not there ONLY to answer questions.
As a former reporter, of course I’m not going to advise you to avoid answering reporters’ questions. That doesn’t mean you’re in the spotlight only to be led by them. The truth is that every reporter assumes you have something you want to say. That’s called a message. Why would you sit down for an interview without one?

2.) It’s not about the reporter.
You’re not there to speak to a reporter. You’re there to reach a much broader audience through the reporter. Don’t be distracted by the person asking the questions. Focus on the audience reading, listening or watching the interview. Do you know who you’re speaking to, why, and what your message is?

3.) There is no “context”.
How many times do we hear subjects of interviews complain afterwards they were “taken out of context”? Of course, your interview will be edited if it’s not live. Reporters aren’t stenographers. Everything you say needs to stand on its own merits and be understood without further explanation. If you “had to be there” to understand your answer, learn to deliver answers that don’t need intervention to be understood.

4.) Do interviews anyway.
No one can speak for you or your company like the person responsible for its decisions. NOT speaking to the media is a missed opportunity to own your story, which will be supplied by others if you neglect it. What CAN you do to make sure you’re media ready? Call for a free consultation: www.thepincusgroup.com

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What To Do If The Worst Happens: (Why drawing a blank doesn’t have to upend your presentation)

aileen — Tue, 18 Nov 2025 20:42:17 +0000

You’ve prepared and are ready for that big briefing or presentation and
suddenly, the nightmare happens. You draw a blank. You look at your slide or your notes and can’t find your place or recall what you were supposed to say. How do you recover? Easily, if you bear in mind a few tips:

1. Prepare For The Unexpected
If you had to deliver your briefing or presentation in half the time you thought
you had, or without any notes or materials, could you? Next time you get ready
to take the stage, identify two or three key messages in your presentation, a
support point for each, and a conclusion. That’s the “elevator pitch” version of
your briefing. If you can deliver that one, your Plan B is ready.

2. Don’t Ask For Sympathy
“Wow, I’m sorry, my mind just went blank.” That kind of admission may start your audience down a path of doubt about your competence that you don’t want to lead them to. Instead, try to turn the focus on exactly where every audience likes that focus: on them. Have a few questions ready. (“Before we continue, let me pause here and take a quick survey,” or try soliciting questions. The goal is to give you a moment to remember what’s next and shift the focus from you to your audience while you do it. Always prepare some questions to bring out at times like these when you need them (a lull before they think of their own questions, to buy you more time, or to simply help you engage them).

3. Pause and Review
Without speaking, look over your notes. There’s no need to continually fill the
silence. If you’ve lost your place, return to your notes silently, calmly, without explanation and look them over. Your audience knows what you’re
doing and doesn’t mind the break. In fact, they may think you’ve deliberately timed it to let what you’ve said so far, sink in.

4. Stay Calm
Your audience isn’t looking for perfection.
Powerful presentations aren’t about showing your memorization skills. If
things go wrong (and eventually they will), use the opportunity to showcase
your ability to stay on track. Handling the unexpected with calm assurance
displays your leadership skills more than a flawless reading ever could.

The post What To Do If The Worst Happens: (Why drawing a blank doesn’t have to upend your presentation) appeared first on The pincus Group.

Non Verbals: Why They Are Killing Your Presentations

aileen — Wed, 05 Nov 2025 11:46:58 +0000

Non Verbals: Why They Are Killing Your Presentations
(and what to do about it)

Anyone who has ever sat through a briefing or presentation knows how quickly you can lose an audience without saying a word. Here are a few reminders on how to make sure your non-verbal’s are sending the right signals to your target audiences:

1. Come out of hiding
We know it may be more comfortable for nervous presenters to stand behind a lectern. That’s why when we see you behind one, our first thought might be to question your confidence. It’s almost impossible to really connect with your audience from behind a barrier (even a see-through one designed to give the audience the illusion of connection.) Display your confidence first and foremost by not hiding from your audience. If you need to check your notes, or get off track, you can simply stop speaking and do so. Presenting well isn’t about perfection, it’s about connection. (And your audience has no idea what you might have left out.)

2. Natural movements and eye contact signal confidence
The goal is to stand and move as naturally as possible. Pay attention to how you normally move, gesture, and maintain eye contact. That’s what you’ll want to mimic when delivering presentations and briefings in the real world. If you normally gesture freely with your hands, continue to do so. (That doesn’t mean gesturing widely and remember moving without purpose is usually called pacing.)

3. Pauses are refreshing.
We hear at a faster rate than we process information. That means deliberate pauses allows your audience to keep up with you and consider your points. That has the added benefit of making you the presenter seem in control and deliberate. If you naturally tend to be a fast talker, it’s far easier to adjust for that with pauses and some repetition, rather than to try and slow your delivery rate. No audience will complain you are too easy to understand.

4. Connect Deliberately
The advantage your audience has in watching you, is being able to judge immediately whether what you’re saying is relevant and worth exploring. The advantage you have in standing in front of them is watching that judgement happen and adjusting. Are you seeing heads nod? Looks of interest? Good, proceed. If not, pause and ask for feedback. There’s no point in barreling ahead if your audience isn’t ready to go with you. Think ahead of time about any hurdles you want to help your audience get over. Be ready with examples, data, stories to help them get there.
Of course, we hope you’ll seek some professional training to help you make the most out of every presentation or briefing. You can however, improve your own performance by remembering why your audience is there, what they hope to get from you, and how you’re going to meet and exceed their expectations.

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How To Use Slide Decks

aileen — Tue, 21 Oct 2025 17:28:18 +0000

(It’s all about the visuals)

If you hate building, using or watching presentation slides, you’re not alone. While the technology to help us build those presentations has improved dramatically, little has changed in the inability of many presenters to bring them to life. Before giving up on them entirely, consider these suggestions

to make your presentation a standout.

1. Put the show back into Show And Tell

Your slide deck is your story board. It’s there as a VISUAL AIDE to your storytelling. Look over your slide deck. Is it a visual representation of your story? Is it memorable and understandable?

2. Is your slide deck there for you, or for your audience?

If your slides exist to help keep you (the presenter) stay on track, take them out and work harder on knowing what you want to present. If the slides are there for your audience, leave them in. The purpose of your slides is not to provide you with a script. It’s to visually help your audience connect with the story you’re telling. Don’t make your audience do the work to figure out what you’re saying or how it relates to them.

3. Your slides aren’t the presentation. You are.

Slides can’t compensate for a bad or even a mediocre presenter. Even if you’re delivering data heavy presentations, it’s you, not your slides that will make the difference with your audience. To avoid competing with your slides, consider creating two versions: one version to present orally and one with more detail and text for a hand-out to be referred to by the audience later. You want audience focus on you, not the slides they’re trying to read.

4. It’s the MOVIE, not the book.

If you’re in front of people, you’re the focus. No audience has come to read or be read to. Think of your slide deck as a movie, the version designed to give your audience a high overview of your ideas that encourages them to keep a dialogue going. (For the additional book version, see suggestion 3). No one will complain you had too few slides or that you were too understandable.

Of course, we hope you’ll seek some professional training to help you make the most out of every presentation. You can however, improve your own performance by remembering why your audience is there, what they’re hoping to get from you, and how you’re going to meet and exceed their expectations.

For more tips and techniques, visit www.thepincusgroup.com to align the power of your ideas with effective communication.

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Conquering the Stage Fright: Some Tips and Techniques for Public Speakers

aileen — Tue, 29 Apr 2025 19:55:43 +0000

We know even experienced speakers can be prone to having some anxiety when speaking in public. It’s still the least loved part of the job for many executives, whether speaking to a group of colleagues or before hundreds of strangers. And that’s understandable because communicating what you know isn’t the same as knowing it. Appearing authentic, authoritative and confident about a subject isn’t quite the same as feeling that way. So how do you match the power of your communication to the power of your ideas in a way others can see it? Here are some tips and techniques that take you beyond the ” imagine your audience naked” school of coaching:

1.) Make sure the confidence is real.
Sounds simple, but if you don’t really believe what you’re saying to be true, we’re probably going to be able to tell. This isn’t acting. Make sure you’re only speaking about what you have confidence in. Don’t fall into the trap of thinking pretending there aren’t unknowns simply builds confidence.

2.) Practice (Until You Can Let Go of Perfection)
Great leaders are often great speakers and motivators for a reason: Passion. It’s not about getting every word right or never making mistakes. It’s about connecting with your audience. Let others see the passion that drives you. Data alone won’t move people. Stories, and connections will.

3.) Stop worrying about the judgement
Fear on stage is actually about fearing the judgement of others. ‘What will they think of me if I make a mistake? If I trip over my words, or can’t remember my script?’ Let them judge. That’s where your power is. Just know they’re not judging perfection, but connection: the “so what” (whether what you’re saying relates to them.) Focus on making that connection and watch the fear dissipate. (see point number one).

4.) Give every opportunity the weight its worth.
Senior executives: don’t say yes if you have nothing to say. Don’t let anyone schedule an appearance for you that you don’t have time to prepare for. The stakes for you are too high. Mid and entry level executives: don’t blow the opportunity to show who you are. Take the time you need to get ready. Understand the power you have to build or polish your professional reputation every time you communicate.

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Media Training: Yes, You Need It

aileen — Mon, 08 May 2023 19:39:47 +0000

Let’s first talk about what media training is not.

It is not a process of learning how to avoid questions. (And what senior leader of a company or an organization that you know of is too reticent to turn down interview requests?)

A common complaint (especially from reporters) is that no company official or spokesperson should need media training because all you need to do is “tell the truth.” That’s another distraction. Would any C-suite officer in a public company dare not to prepare to take questions from their board, assuming that all they need to do is “tell the truth” and wing the next presentation? How about preparing for that investor presentation? Should senior company officials simply figure they know enough about the company to avoid preparing for investor questions? Right. That would be a ridiculous argument to make.

Yet, in this day and age, when public and private officials alike are scrutinized more than ever before for their responses in media interviews, some still argue against any formal preparation, such as media training. So let me tell you why you and your senior executives need it and what it’ll do for you.

1.) Message discipline: First and foremost, you want to be consistent and intentional about the messages you put out there. That’s part of your brand. If what you’re saying on your website, if what you’re saying now doesn’t align with what you’ve said to others, or what others on the team have said, you’re going to be held to account for the discrepancies, regardless of your intent.

2.) Message authenticity: In every media interview, your answers are going to be edited. That’s just the way this works. Reporters aren’t just scribes taking dictation. They’re listening for content, relevance, clarity and how they can summarize or edit what you say to move the story forward. If you distance yourself from putting the message out that you actually intend to deliver, you’re not going to be pleased with the result. No reporter is there to help you get this right. Do you say what you mean and mean what you say? Then you might not want to rely on the first thing that pops into your head when answering a reporter’s question.

3.) Message confidence: There are a variety of ways you can answer just about any question a reporter poses, and a variety of ways others on the executive team can do the same. Are all of those answers aligned with how you want to be viewed? Your key audiences should be foremost on your priority list here, meaning your target isn’t the reporter standing in front of you. It’s about those who will be reading, hearing or viewing what you say through the lens of the reporter.

4.) Message relevance: You’re being interviewed for a reason. Are you clear about what that reason is? Have you thought through how that aligns with your own company’s brand and reputation, and how any particular media interaction will further or at least not interfere with your goals in enhancing it?

Every media interview and interaction is an opportunity for those in the public eye to enhance their reputations. But unlike the old adage, all publicity is not helpful. It actually does matter what you do with that opportunity.

Professional Media Training at it’s best, is designed to help you make the most out of every one of those opportunities. Training from a professional who’s been on all sides of the interaction with reporters (including as a reporter and as an advisor when things go wrong) helps those in the public eye not just survive but emerge stronger as a result.

Get ready for these interactions the same way you’ve gotten ready for every other professional opportunity that could make or break reputations. Prepare. Get yourself and your team media trained, so that you too can make the most out of every media interview.

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Literally Speaking: The Art of Talking About Your Book

aileen — Tue, 21 Jul 2015 21:45:30 +0000

Congratulations! You’re an author! If you’re generating some “buzz” about your book (or even if you hope to), you’ll need to know how to talk about what you’ve written in a compelling way. Every writer knows that good writing is re-writing. That’s the way it is with public speaking as well. It’ll take you some time to hone your style and discover what works for different audiences and different formats. There are some basic best practices though to help you get started.

Have a message

This is author Lauren Weisberger on her book “The Devil Wears Prada” speaking to “Readers Read”:

“Hopefully readers everywhere can relate to the other things in Andrea’s life. The repercussions of her job on her personal life, the problems that arise with her best friend and boyfriend and family, and the way it feels to live in the big city for the first time, are common experiences for so many young women. At the end of the day, I’d be thrilled to hear that readers related to Andrea and this year in her life, and that they had a few laughs while they read. This is clearly not War & Peace, so I’d love to hear that people just enjoyed themselves while reading the book. That would be perfect.”

Ms. Weisberger’s messages sum up that her book is about a relatable young woman, living life in a big city, coupled with the author’s hope the book brings enjoyment and laughter to readers. While there are any number of things she could say about the book (based on a real-life internship she had for a noted designer in the fashion industry), her core messages simply revolved around her central character’s test of strength and ambition that anyone can relate to.

Messaging isn’t about the details of the book, but rather opening a window into its bigger ideas and themes. Think about what you’d like people to remember and take away from what you’ve written and build your talk from there.

Tailor your pitch

Always speak about your book with your audience in mind. Knowing what you know about them, what would they be most interested in hearing? Is there an excerpt or anecdote that you can summarize that you know your audience would especially want to hear? For instance, in an interview with NBC’s Dateline, Author JK Rowling spoke about how her life has changed since becoming one of the world’s best known authors.

“…Everyone wanted my emotions to be very simple. They wanted me to say, ‘I was poor and I was unhappy, and now I’ve got money and I’m really happy.’ And it’s what we all want to see when the quiz winner wins the big prize, you know. You want to see some jumping up and down, for everything to be very uncomplicated. The fact is, I was living a very pure life. There was no press involvement, there was no pressure. Life was very pure and it became more complicated.”

Instead of details of her well-known characters and speculation about where the story might go next, Rawlings surely knew that the very broad and mostly adult audience she was speaking to would focus more easily on what her personal success has meant. She might have expected far different questions from a different media outlet, based on the interest of their viewers.

Understand as much as you can before doing any interview or appearing before any audience about the audience itself. Be prepared to understand their perspective and speak to what about their particular interests intersects with your subject.

Leave them wanting more

Of course you want to turn listeners or viewers into readers. You want to give your audience just enough information to fascinate them, but not so much detail that there is no point in reading your book! This will take some work and practice. Learn to speak about your subject in broad terms, adding color or anecdotes to spark more interest. Think of speaking orally about your book as the equivalent of the “book jacket,” with more color and one or two anecdotes added in.

When people hear or see you in person, they also want something that’s NOT in the book. A backstory, a funny or interesting anecdote, something about the way your book came to be is always interesting to a broad audience. Here’s how Anthony Bourdain described his route from chef to well-known author to Powell’s Books:

“I was getting frustrated, so I mentioned it casually to my mother, and like a good mother she said, ‘Oh, you should send it to The New Yorker. It’s good enough.’ Yeah, right. That’s gonna happen. An unsolicited submission to The New Yorker? Never. I was absolutely floored when they called up a month later and said they were going to run it. They explained to me that the odds are something like one in ten thousand, if not more. They use me as a case study now when they do seminars at colleges. Very shortly after it appeared, a publisher called up and said, “Want to write a book?”

Remember, oral communication is very different than written communication. Most people listening and watching won’t be taking notes. You have to be understood the first time. Be brief, be engaging, and know that no one is more qualified to speak on your book than you are.

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Media Training: Why Your Company Needs It

aileen — Mon, 06 Jul 2015 15:35:37 +0000

If you speak on behalf of your company or organization, you need media training.

Media training is about learning to present your messages effectively to reporters, and through them to your target audience. It’s about making sure every spokesperson or key executive for your organization speaks consistently and effectively through all of your interactions with the media.

Even when you’re able to speak to your “value proposition” and know a great deal about your substance, handling media interviews can be tricky. Don’t believe what you may have heard about “media messaging.” True messaging isn’t about giving rote answers regardless of the question asked, and steer clear of any training that encourages you to try and “fool” reporters with such tactics. Reporters aren’t passive listeners and they’re not paid to help you in your self-promotion.

Your goal shouldn’t be to just survive your media interactions. That’s a very low bar. You want to enhance your credibility and build your brand by engaging with the media with each and every opportunity.

Of course, we encourage you to give us a call for consultation, but wherever you get your media training, do insist on gaining clear guidelines about preparation, delivery and follow up. Here are some basics any good media training should cover:

Messaging

You’ll know beforehand why you’re being interviewed and what you’re contributing to the story. Your task is to figure out how to meet both your needs and the needs of the reporter at the same time. That’s where messaging comes in and it’s a key part of any training. Media training will help you figure out how to establish strong messages before each interview, knowing what you do know about likely questions. That’s your opportunity to respond in the clearest, most effective way as the interviewee.

Delivery

Media training helps you understand how to answer reporter questions and deliver your messages in ways reporters will respond to. For instance, all media (print, broadcast and online) need you to be brief. How to respond clearly and succinctly on even the most complicated topics is a core value of any good media training. This is why it’s often those who know the most about topics who find the process of dealing with the media so difficult and who would most benefit by media training.

Practice

If dealing with the media were easy, we wouldn’t see the kinds of high profile mistakes made on an almost daily basis by people in the public eye who should know better. Any effective media training teaches these skills by putting trainees through repeated and rigorous practice. This isn’t an academic exercise. You need to put your skills to the test in training before facing reporters.

Media training trains executives and spokespeople for the art of communicating in public. If you’ve got a story you want people to know about, get started and get media training for your executives today.

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