The Project Manager and Press Briefings

Thankfully, the projects I’ve run have not required that I go before the press and give any kind of a briefing – either pre- or post-project. The closest I’ve come is helping a customer put together written press briefings – these were in the case of US Airways for an enterprise-wide software implementation and Rockwell Collins for the release of their pharmacy website for employees and retirees for publication in a trade journal.

Carl Pritchard presents his take on press briefings and the PM’s role when leading those types of projects. The following text, for the most part, comes from his book entitled “The Project Management Communications Toolkit.” Again, I’m not wholeheartedly endorsing this process or the information contained here, but I think it is solid information nevertheless and would be helpful to project managers who find themselves faced with the need to “meet the press.”

Press Briefings

Few environments are as grueling for a project manager as when he or she must face the media. Press briefings are held to inform members of the media about the status of a project, its environment, or its supporting organization. They are intended to present the project organization (or host organization) in the best possible light. Press briefings are held when a project or its impact is sufficiently significant that public information campaigns using mass media are appropriate. They should be held whenever the project has achieved sufficient recognition that the project organization’s perspective on the effort is deemed to be of public interest. That recognition may be positive or negative in nature, and may be proactive or reactive, depending on the nature of the project organization.

The Subject Matter

The subject matter for a press briefing should be determined well in advance of the briefing to ensure that the correct information is shared and any information that the organization does not want to share is clearly defined for those hosting the briefing. Members of the media are often given “press kits” at such gatherings, highlighting corporate history, general information, past press releases, and any contact persons’ business cards. The organizational spokesperson (sometimes, the project manager) should open with a statement regarding the nature of the project and the issue(s) that brought the project into the public eye. The statement should anticipate any questions, objections, or concerns that may be raised. If broadcast media are present, consideration should be given to phrases, paragraphs, or references that may be presented in 8- to 20-second sections (classic “sound bites”).

A press briefing need not necessarily include question-and-answer periods, but keep in mind that most members of the media will have questions. Although the spokesperson is not compelled to answer these questions, failure to respond is sometimes interpreted as a lack of cooperation or as a sign of deviousness. In situations where off-the-cuff responses may be dangerous, it is wholly appropriate to offer to do supplemental research and respond at a later time. The most effective spokespersons will identify the time when the additional information will be available and how it will be made available. If “no comment” is the appropriate response, alternative means to couch that phrase can be very effective and can leave media representatives with something quotable. Saying “This would not be the time to offer comment on something of that nature,” followed by an iteration of the key point of the briefing affords the presenter the opportunity to emphasize what is important.

Summary

Press briefings are potentially volatile situations, but they are the host organization’s to control. Simple considerations (like morning coffee and comfortable seating arrangements) can go a long way to defuse a potentially hostile audience. Clear rules of conduct and engagement can also minimize the possibility that the session appears to be out of control—and the more that can be done to ensure a positive attitude and a forward-looking perspective, the better.

Related posts:

1. Closing Out the Project – Part 3
2. The Attributes of a Successful Project Manager – Part 3
3. Twitter and Facebook as Project Management Tools?
4. Project Management and Human Nature
5. Not Everything is a Project