“aboriginal” had more resonance or amplification power than “oil company” did after the Exxon oil spill in Valdez, Alaska.
So, some words “trump” other words. Similarly, most images trump most words and some images trump other images. This means that the images of the endangered bald eagle, the dead otter and the oiled bird trumped all other concepts, messages and images in the Valdez oil spill. Most of the technically competent engineers, scientists and others who worked for Exxon thought that the plain, unvarnished facts of the matter would win the day. Even though the facts were on their side, simple recitation of those facts didn’t stand a chance against those images.
You need to construct your words and images to fight and win the battle against other powerful and competing messages.
Another way of looking at amplification is to illustrate your position, idea or initiative by linking it to something that is already well known. I worked with the spokesperson of a prestigious Washington think tank recently and was a little surprised how easily he adopted this approach. It turned out he already kept an eye on popular songs and movies so that he could turn a memorable phrase in his media clips and quotes. That may sound superficial, but if it works and gets your perspective out, it’s worth a try.
Now is the time to use these principles and methods outlined above. We’re convinced that it’s not only possible, but also necessary for organizations to identify the thirty or so topics about which they may have to speak and work through what they’re going to say on these topics. This work needs to be done now, well in advance of media scrutiny.
Even a good news opportunity is no time for a company or organization to begin the process of deciding how it can best describe its activities, its goals, hopes or aspirations. Doing so during a crisis or unforeseen circumstance is foolhardy.
Let’s say a building blows up. As a spokesperson you’ll be asked: “Was anybody killed? How did they die? How badly are people injured? Are you insured? Are you liable for third party damages? How did it happen? What was the cause? How bad is the damage? Can the building be fixed? When do you expect to reopen for business?” On the assumption that you are not a physician, lawyer, police officer, insurance adjuster and antiterrorist specialist all rolled into one, the answer to all those questions must be: “I don’t know.”
But you can’t walk out to face the cameras and microphones and say, “Here’s a list of all the things I don’t know.” You have to say something. So, you talk about strategies, attitudes, behaviour, goals, hopes, aspirations, capabilities and training — but only if you and your organization have had the foresight and taken the trouble to prepare these SOCKOs in advance.
Newsmakers prepare a series of basic SOCKOs using everyday language as part of an effective and successful communications strategy. A manual containing SOCKOs covering a variety of topics and issues should be compiled and updated as necessary.
SOCKOs are essential to have in media encounters, whether over the telephone, in person, on camera, with a print reporter or on background with an editorial board.
Now that you have your SOCKOs in hand and some ideas of how they can be deployed in the service of your organization or company, it’s time to go to work.
Most stations and networks have their own ideas of what is practical and aesthetically pleasing. Here, the London studios of CNBC Europe involve a formal setting with lots of desk and space between me and the host.
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