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Stanford University School of Medicine
MEDIA HANDBOOKTable of Contents
1. The Office of Communications and Public Affairs (p.2)
2. Working with the News Media – (p.3)
3. The Strategic Decision to Talk to the Media – (p.4)
4. The Strategic Decision to Talk: 4 Levels of Risk – (p.5)
5. The Public’s Perception of Risk – (p.6)
6. Message Discipline and Bridging – (p.7)
7. Rules to Remember – (p.8)
8. Difficult Questions – (p.9)
9. The Keys to Effective Communication are Repetition and Consistency – (p.12)
10. Establishing Interview Ground Rules for Attribution – (p.14)
11. Other Ground Rules to Consider – (p.15)
12. Interview Strategies and Tips – (p.16)
13. The Nature of News – (p.17)
14. Find This Out Before an Interview – (p.19)
15. Interview Tips – (p.20)
16. Non-Verbal Communication – (p.21)
17. Appearing on Camera – (p.22)
18. Glossary of Media Terms – (p.23)
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The Office of Communication and Public Affairs
As a scientific/medical expert, you are likely to be called upon to speak to the media about advances in your field and/or your work at the School of Medicine. This handbook is designed to help you through that process. You have another resource at your disposal: the medical school’s Office of Communication and Public Affairs. We have a staff of media relations professionals who work daily with reporters, editors and producers nationwide. We understand the needs of media representatives, who operate in a world apart from academic medicine. We can help screen media calls, help decide when an interview is appropriate and get answers to such key questions as the reporter’s deadline, the time needed for the interview and the kinds of questions the reporter is likely to ask. We can also offer insights on individual reporters who we may have worked with in the past.
For stories involving broadcast media, we can be involved from day one in organizing the shoot, including selecting locations and handling all of the logistics to ensure that things go smoothly. It is particularly important for us to be involved in shoots that take place in clinical settings and that include patients, as we will want to insure that HIPAA consents are signed and that there is minimal disruption to patient care activities.
Many interviews are routine. Some, however, involve highly sensitive issues. In these cases, we can help determine who is the best spokesperson on an issue, work with you to develop messages and talking points and do specialized preparation for media interviews.
You can reach the Office of Communication and Public Affairs at the numbers below or page our office anytime day or night at at (650) 723-8222, pager ID 25314.
Susan Ipaktchian, director of print & web communications
650-725-5375
Michelle Brandt, Associate Director, Media Relations and Digital Communications
650-723-0272
Paul Costello, chief communications officer
650-725-5370
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Working with the News Media
To many, the thought of meeting the press is anxiety producing. The pressure doubles when people face a news interview in the midst of a serious emergency or crisis. The reason for the underlying fear is the suspicion that statements will be taken out of context, misconstrued, or misinterpreted to make the interviewee look bad.
In fact, some spokespeople have risked their reputations and careers through missteps in the media. Being under the media spotlight is a challenge but can also present great opportunities to get your message out to intended audiences.
Turning stress into opportunity comes with understanding, preparation, and training.
You have a much better chance of turning interviews into opportunities if you:
Know what reporters need and how they work
Focus on your own messages
To be sure, you cannot control the outcome of a news interview — but you can influence the outcome by knowing what to accomplish and what not to do. You can control what you say.
By following these principles, your media interviews will be more satisfactory for you as well as for the news media. Equally important, you will have established yourself as a reliable and credible source of information.
Answer QuestionsGive the requested information if it is available. If you are not able to reveal the information, explain why.
Be Truthful and AccurateProvide accurate information even if the story doesn’t speak well of your organization. Never attempt to mislead a journalist — the word will spread that you are not a trusted source.
SummarizeDon’t over answer. Get to the point. Be concise. Saying too much increases your chances of either confusing the interviewer or saying something you later wish you hadn’t said.
Sound Like a Human BeingAnswer questions with simple words, not jargon. Remember your audience does not know or care to understand insider language.
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Be SpecificSupport your points with specific evidence.
Deal with Results, Not ProcessTalk about the results of what you’ve done, not the process that got you there.
Honor DeadlinesMake sure the necessary and appropriate information is provided on time. Always return reporters’ calls, even if it’s just to tell them you can’t meet their needs.
Be ConsistentTalk to the media during bad times as well as good times — it’s essential to establish your credibility.
Credibility with the media is especially important when editors and broadcasters decide how much weight to give your version of a controversial situation.
Many people enter into an interview situation assuming that they’re having a conversation with a reporter who controls everything and that their role is simply to answer the reporter’s questions and hope for the best. The interview is not a conversation, and it is not a level playing field. However, there are several areas where you can exercise, with confidence, a sense of control in an interview situation.
Let’s examine what the reporter controls, and what you control:
The Reporter’s Advantages Knows in advance what he/she wants to ask and then gets to ask the questions
Decides what elements will go into the story (visuals, quotes, sound clips, statistics, etc)
Writes the story and for television, controls or influences the editing process
Your Advantages You can decide whether or not to do the interview
Influence the interview location
Decide in advance how long the interview will last
You are the expert
You decide what to say and how to say it. This means: Review your messages regularly.
4
The Strategic Decision to Talk to the Media
Agreeing to do or not to do an interview is a strategic decision. There are risks involved either way. Participating in media interviews affords an opportunity to:
Deliver a carefully crafted message
Project a desired image
Get your message through to the public as well as specific, targeted audiences through credible and influential media
Examine the climate you are in: The reporter’s name and credentials
The reporter’s reputation for fairness
The news value of the working story; what related and unrelated stories are already in the news by this reporter, and by other reporters
The key audiences/constituencies
Other elements to be included in this story
Scheduled air/run date of the story and why
Others being interviewed for this story
Examine the characteristics of the medium in which you might appear:
Medium CharacteristicsTelevision Shallow, short, visually driven
Local station: Local focus
National broadcast network: General focus
National cable network: General (CNN,FOX)
Narrow (CNBC)
Radio Brevity, frequency, immediacy
Local station: Local focus
National broadcast network: General focus
Regional broadcast network: General focus
Print More depth, content driven, can set the tone for TV and radio media
Daily metropolitan paper: General focus
Industry trade publication: More inside detail
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The Strategic Decision to Talk: 4 Levels of Risk
There are four primary interview risk levels that organizations and individuals should consider as they prepare to engage the media. Each interview situation presents different risks and opportunities. Generally speaking, increase in risk corresponds with increased negative news value of the story. The risk is that a spokesperson will misspeak, be quoted out of context, or convey an incorrect message.
General interview. Examples: Providing expert commentary on a medical issue or research.
Goal Maximize the opportunity to get positive messages across
Risk Low
Persuasive or competitive interview. Examples: Showcasing your medical or scientific research. In persuasive interview situations, the spokesperson is seeking message dominance for a particular point of view.
Goal: Anticipate the competitor’s argument and determine the most effective (persuasive) messages
Risk: Medium
Crisis interview. Example: Responding during a negative incident, emergency, or crisis.
Goal: To mitigate and contain damage
Risk: High
Investigative. Example: Responding to a sensitive issue that depicts the organization as guilty, based on a prosecutorial thesis.
Goal: Correct inaccuracies and provide clear, strong messages to overcome attack
Risk: Extremely high
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The Public’s Perception of Risk
Effective risk communication seeks to provide a context for the danger posed to the public, calm fears and explain the situation in clear, reassuring terms.
Messages delivered in high-risk environments follow a basic formula: acknowledge the incident or issue in a clear and accurate way; provide background information on how this risk developed; demonstrate the organization’s credible track record and offer solid solutions to mitigate and prevent a reoccurrence.
Every day, we willingly accept some amount of risk, whether it’s crossing a busy street or driving to work. There are some risky behaviors that people accept based on the level of risk involved and the benefits they derive from the behavior.
People are less likely to accept risks that:
Are outside their control.
They don’t understand.
Are perceived as unfair.
They derive no benefit from.
Are imposed upon them.
Are not acts of nature.
Are associated with infamous events.
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Message Discipline and Bridging
Messages are the core of any media interview you do or presentation you may give, formal or informal. Messages inform the reader or viewer about the importance or relevance of research, breakthroughs, or innovations. Messages are statements of clear intent and purpose.
Creating the message is the first challenge in preparing for a media interview. Delivering the message and ensuring that it sticks is perhaps the more significant challenge. The bridge is a technique or rhetorical tool that allows you to connect from extemporaneous territory during a interview and link you back to the core messages of importance. The object of responding to a reporter’s question is to respond as briefly as possible and then use a verbal bridge to get to the message you want to convey. Some examples of good verbal bridges:
But the point is...
But the real question is...
But the fact is...
What is important is...
We have to remember that...
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Rules to Remember
The Microphone Is Always On & The Notebook Is Always Open
Whether it’s print or broadcast, everything said before, during and after the interview is on the record. Once the interview is underway it can’t be stopped unless you say so. It is unwise to make a statement and moments later tell a reporter, “That was off the record.”
Choose Words Wisely
Undisciplined remarks can and will make news. Don’t try to avoid mistakes or shift the blame. Deal with them.
Don’t Volunteer Negative Information
You could look very defensive trying to anticipate the “real” nature of the question or questions you think may be coming. Pre-emptive strikes against potential negative questions only work in high school debate classes. And they may not be necessary, because those questions might not come up. Wait until negative questions are asked and be ready to bridge to your message as they come up.
Maintain Your Composure
Maintain a calm, professional demeanor especially in a hostile interview and never verbally attack the reporter. If the interview has completely gone astray end the interview politely by saying, “I’m sorry, that’s all the time I have today. You are welcome to call or email me with additional questions.” For television, if the camera is still rolling, be pleasant and apologetic and quietly conclude the interview.
Don’t Exhibit Hostility or Sarcasm
Sarcasm and hostility never work. In fact, they usually backfire, in print and in broadcast. Reporters love to use hostile, sarcastic or angry quotes, or sounds bites in their stories, believing they reveal more about the institution or person than everything else the spokesperson had to say. They are “good copy,” or “great TV.”
Don’t Bluff
Don’t go into an interview in a message void. Bluffing in response to a question is a recipe for disaster. Don’t “wing” it. Delay the interview until you are fully prepared, having reviewed and rehearsed key messages and supporting points.
Don’t repeat a negative in your answer, as in “No, we are not a bunch of nitwits...” Simply say, “That’s not true — we are very smart at what we do.”
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Difficult Questions
Here are some examples of difficult questions. Your message strategy and your bridge will help you deal with them. Recognizing them is half the battle.
The loaded question The loaded question always contains a negative or false premise. If you accept it or ignore it, the negative premise stands. Listen closely to all questions.
Set the record straight
Bridge to your message statement
Example:Q. The CFA recently published a scathing report on your company, how can you defend some of the practices they exposed?
A. The CFA report was useful for those of us who are concerned about weeding out some of the bad apples in the industry but the fact is that my company, Profina, has been leading the charge from within the industry to help correct some of the problems cited by the CFA.
The either/or question This tactic forces you to chose between two undesirable positions. Accepting either one is a no-win situation.
Don’t accept either damaging premise. Reframe the question to put your position in a more favorable light.
Example:Q. Does Profina take a client’s first monthly payment as a fee or do you have other ways of extracting fees without the client’s knowledge?
A. At Profina, we make a commitment to our clients to build a foundation of trust that begins with a full disclosure of how we operate in the initial call or consultation. The Personal Care Counselor assigned to every new client reinforces this foundation of trust to insure that the mutual goal of financial wellness is achieved.
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The hypothetical question Asks you to accept and respond to a theoretical premise that may be preposterous or damaging.
Refuse to speculate.
Bridge to your message.
Example:Q. What would Profina do if your trade association – the AICCCA – endorsed the taking of the first month payment as an operating fee? You’d go along, correct?
A. That’s a hypothetical question that is unworthy of a response but I can tell you as a member of a trade association, I would never alter our practices that would destroy the foundation of trust we have worked hard to develop with our clients.
A. Absolutely not and I can assure you, that would be the last day we would belong to that organization.
The stupid question The uninformed question gives you the opportunity to be the expert source.
Resist the temptation to one-up the reporter.
Example:Q. I understand that Halfway is looking to buy Profina’s portfolio?
A. That’s news to me and I can assure you that Profina is not on the market.
Baiting A type of loaded question that contains negative terms.
Challenge the negative assumption.
Don’t repeat the pejorative label.
Bridge to your positive message.
Example:Q. Does your company’s opposition to affirmative action stem from the fact that your senior executives are all bigoted white males?
A. Your assumption is incorrect. The truth is that our company is an equal opportunity employer at every level, and we are strongly committed to that philosophy and that is reflected in our diversity in the workplace.
Personal Opinion Answer only for the organization.
Example:Q. What is your personal view of this situation?
A. My personal opinion is actually irrelevant here. Our company policy is...
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Incomplete Information Don’t speculate. Tell what you know.
Example:Q. Is it true that the CFA is about to release a second report on one of your competitors?
A. I am only aware of one CFA report and I can tell you that I supported the general findings of that report and have had fruitful and mutually productive conversations about that report with the CFA since its release.
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The Keys to Effective Communication areRepetition and Consistency
That doesn’t mean you become a robot and repeat the same answer or message for a question that needs a response. It does mean that in any communications you must bridge back to your core messages consistently, knowing that the more a message is repeated, the more your audiences will remember it.
“I can’t believe out of everything I told that reporter she picked that one little sentence for my sound bite. And worse, it wasn’t really what I was trying to say.”
Due to the need to edit videotape and to a lesser degree, audiotape, you can never be certain that what you want to say will be seen and heard by the audience exactly the way you want. You can do two things that increase the likelihood:
Lead with your most important point
Repeat it at least once during the interview
Q. You’re in a tough business and most of the characters in the credit counseling businesses are under investigation - are you?
A. The InCharge Institute of America is a non-profit organization empowering consumers to take charge of their financial wellness. We operate with the highest standards in the industry and are dedicated to providing long-term debt solutions to our clients through customized credit counseling and financial education.
Q. But you’re under investigation, right?
A. Your assumption is incorrect and I can assure you, InCharge operates with the highest standards in the industry and our mission to assist consumers to take charge of their financial wellness and provide long-term solutions with a customized program is unrivaled in the industry.
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Bridging phrases are useful in re-phrasing answers to repetitive questions that seek to rattle you:
“We would challenge that, but the real point is ...“
“We understand the criticism, but the truth is ...”
“I know they’ve said that, but here’s our position...”
“That’s actually not correct. The truth is...”
Q. The CFA has issued another report critical of the credit counseling industry and has specifically cited Profina, a company based here in Orlando, as one of the companies that consumers should avoid when seeking help with credit card debt. We have Bob Barrett, the CEO of the InCharge Institute – Profina’s parent organization - on the phone right now. Bob, how do you defend yourself against these charges?
A. InCharge is a non-profit organization empowering consumers to take charge of their financial wellness and we know of no challenges to our reputation as one of the industry’s leading providers of customized credit counseling programs by the CFA or anyone else. In fact, while I am aware that CFA has issued another report critical of some of our competitors, we were not cited in the report nor could we have been included due to the high standards we maintain at InCharge. The Consumer Federation was right to criticize others but we at InCharge will continue to provide our customers with our family of services dedicated to providing them with long-term debt solutions through the customized credit counseling we have been noted for the past.
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Establishing Interview Ground Rules for Attribution
Establishing the ground rules for attribution is a process of negotiation that must be accomplished before the interview begins. Most reporters expect the interview to be on the record. In special situations, reporters may accept special conditions to get information. In any case, it is a matter of trust, and it is not wise to take the risk with someone you don’t know well or who does not have a proven track record with you.
Background/Not-for-attribution. Reporters can use the information given them, but they can’t reveal the identity of the source. They may however, report the source as “someone close to the CEO,” or “an attorney knowledgeable with the case.” Be careful. “Industry economist” works, but if you’re the only economist at the Baker Corporation, “a Baker Company economist” doesn’t provide you much cover.
Exactly how you are to be “anonymously identified” must be established in very specific terms before you speak. Also make sure the reporter agrees your company or organization won’t be identified either.
Deep Background. Reporters can use the information, but not as a direct quote and not attributable to any individual source; they cannot call you a “company source.” If used in the story, the information will be stated in the reporter’s voice or broadcast narrative only. It will probably appear as “The Washington Post learned that..." The reporter can also use the information to confirm something. Generally, they will use the information you give them to develop the story as “Deep Throat” did during Watergate.
Off-the-record. Reporters will not be able to use any of the information you give him or her in any context or in any form. The reporter cannot publish or broadcast the information and cannot use the information when approaching other sources. The goal of going off-the-record is to educate the reporter as to what’s really going on or what to watch out for, so that they have their own context through which to view the facts or events. You should never use off-the-record to contradict what you say on-the-record, but to give details that will help underscore your on-the-record quotes. Never, ever go off the record casually or with anyone whom you do not completely trust.
Always have a clear understanding of the ground rules!
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Other Ground Rules To Consider
The Topics I Can Address: You can and should do much to find out what the reporter will ask. Tell the producer or reporter you want to find out all the possible topics of the interview so you can be fully prepared and that will make for a better interview. “I’m the PI on the grant, you’d be better off asking that question of the NIH.”
Don’t Ask Me About: You can request that certain questions are not asked or certain topics are not brought up. Reporters may honor this but it’s not likely and they don’t like it. Always be prepared to respond if the reporter addresses the “forbidden territory,” by saying why you can’t answer a question.
Before It’s Used: You may wish to ask the reporter to read back direct quotes or facts that have been provided to ensure the reporter has the right information. The reporter may or may not do this.
Let’s See It Before It Airs: This rarely if ever happens. You will be told the date and time for the broadcast and that’s the most you can expect.
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Interview Strategies and Tips
Your Interview Strategy It’s important to remember that you can’t be “media trained” for life. You may wish to
have additional sessions later to prepare for specific interviews. Or, you may wish to have a refresher course. You can also use the tools and ideas from the training presentation and in this handbook to help you with all your public communications efforts.
Preparation is the key to projecting a positive image and conveying your message. This cannot be overstated. Successful interview preparation involves creating a message strategy for each interview. Creating a message strategy is a lot like preparing a legal strategy. But instead of trying to appeal to a jury in a court of law, you are trying to appeal to a particular audience in the court of public opinion.
Even though you may not have time to do in-depth preparation prior to each interview, you can learn both the process and how to adapt it on an as-needed basis.
Your message strategy is comprised of the messages you will deliver in the interview. Your statements should do two things at once: address the essence of the reporter’s question and deliver the messages you want to convey. It should be short, concise, and framed positively in order to show you or your organization in the best possible light.
Ask yourself the following questions:
What is the reporter likely to ask and why?
What is newsworthy about this story and why?
Who are your key audiences/constituencies?
What expectations or values do they bring to the process?
How can you position your statements in the best possible light?
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The Nature of News
What makes a story newsworthy?
This question is debated in newsrooms throughout the country every day. It comes down to whatever affects and interests people. That standard can change according to the times and according to whatever else is going on that day. The budget may be a front-page story on most days, but not on the day that the country goes to war. The federal budget story may get a big play in the national papers and network newscasts. But, the local news focus will be on an increase in local property taxes, a story that affects the community directly.
The same considerations of what is newsworthy drive television, radio, and print news outlets. There are, however, some differences in format among the different types of media. You should understand these differences because they will influence the context of the news story.
Broadcast News Stories:They are short. In a half-hour local television newscast, eight minutes are subtracted for commercials, leaving 22 minutes of content. Six minutes may be dedicated to sports and four minutes may be dedicated to weather. That leaves 12 minutes for all the day’s news. The standard length of a television story ranges from one minute and thirty seconds to one minute and forty-five seconds. This means your message must be brief concise, and to the point. Remember that the reporter you are dealing with has to compete for airtime every day against four to five colleagues. At the networks or cable with the exception of news, they must compete against dozens.
With the exception of NPR, radio news is even shorter than that of television. A radio newscast is comprised of little more than headlines. The average radio story may run 10 — 60 seconds. In radio the sound bite is referred to as an actuality, and it may last only five seconds.
They are dramatic. The more dramatic the story is, the higher it plays in the newscast, giving the reporter a high profile as well. This is not to say that reporters try to distort the truth; a responsible journalist won’t. But a reporter will focus on the part of the interview that is the most startling, surprising, or dramatic to the viewer, and that may be the part that you don’t want to emphasize.
They are shallow. With the exception of long format news shows like “60 minutes” or “Nightline,” the average news story has no time for in-depth detail, background, or rambling explanations. To get on the air, the story must be telescoped or boiled down to its very essence.
They are more complicated. Logistics and set-up can be complex and time consuming.
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Print StoriesGreater Depth. The print format allows for greater depth and explanation of your subject. While that gives you more of an opportunity to elaborate, it also makes it easier to lose sight of your communications objectives. Unlike a TV interview where you have a limited opportunity to make your own statements, in a printed interview, everything that appears in the article goes through the reporter’s “perception filter.”
Keep a predetermined time limit on your print interview. Remember, you have your agenda and the reporter has his or hers: they may intersect, but they are rarely the same.
Most print interviews will take place over the phone. If the reporter comes to your office or home, be aware that he or she will be drawing impressions from your environment. Make sure it reflects the image you want to project. When print reporters call, the Office of Communications and Public Affairs in the School of Medicine can assist you to find out more about the request, including who they are, the organization they represent and their deadline. After you have time to prepare, call the reporter back.
The InternetNews reports on the Internet tend to follow a combination of print and broadcast formats. There is little evidence so far that news reports (as on MSNBC.com or CNN.com) often give any more or less of an opportunity for you to tell your story, although some may offer links to your complete statement or company website.
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Making the Decision Whether to Do the Interview
WHO is calling and his or her phone number
WHAT publication or broadcast station the caller represents
WHY the reporter wants to interview you
WHAT information is being requested
WHAT is the reason for doing the story
WHO ELSE is being contacted for information
WHEN AND WHERE the interview would be held
HOW LONG the interview would take
WHEN is the reporter’s deadline
WHEN would it be published or broadcast
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Interview Tips
Appear willing and eager to give honest answers
Defuse a negative question quickly -- bridge to message
Stop talking after you have delivered your message. Silence can be golden. Appear confident and not confrontational
Avoid jargon
Speak clearly and cogently
Avoid being defensive, hostile, or angry
Don’t stonewall or respond, “No Comment” (Instead reply, “I’m sorry I can’t answer that specifically as it’s proprietary information, but what I can say is...” and then go to message.)
Don’t allow the way a question is asked to dictate the response
Stay on message!
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Non-Verbal Communication
Good reporters learn to “listen to what they see” as well as what they hear. In other words, a reporter will observe non-verbal behaviors to see if what is said corresponds with what is seen. If a reporter sees signs of discomfort, anger, defense or hostility, he or she is likely to ask more questions along the same subject. In fact a reporter may try to purposely provoke interviewees if they sense there is something lurking beneath the surface. While some non-verbal cues are telling, others may simply distract from the message.
The old adage says that “eyes are the window to the soul,” and in an interview, eye contact is one of the most important non-verbal cues a spokesperson can send. Always look at and talk directly to the reporter regardless of whatever else is going on nearby. Don’t talk directly into the camera during an interview; it will offend the reporter, and it will make the interview look artificial. Only in a live remote do you maintain eye contact with the camera lens. Here, the spokesperson is alone in a studio or a remote location and must look into the camera when listening and responding to the questions.
Most non-verbal behavior is subconscious. But beware of the signs they send. Here is a list of some non-verbal behavior to guard against:
Scowling
Nervous ticks
Rocking in your chair
Jingling change in your pocket
Scratching
Fidgeting
Playing with hair
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Appearing on Camera (and for that matter, almost everywhere else you are delivering your message)
The best on-camera look is “well groomed neutrality”. Aim for a conservative, professional appearance and avoid anything flamboyant.
Remember that the audience should focus on the message, not the outfit.
Gray or blue business suits are best. Solids only, and avoid tight patterns or close stripes as they have a tendency to shimmer on camera, known as a moray effect.
White shirts and blouses are okay, thanks to newer-technology cameras, but if contrast or blending with skin color is an issue, you might prefer light blue. Light blue and gray work well, as do some pastels. Straight collars appear neater on TV than button-downs. If you have made a conscious decision to appear informal, dress “business casual.”
Men Neckties should contrast with suits and shirts
Opt for colors that are deep instead of bright, i.e. maroon instead of bright red
Diagonal stripes are fine, but stay away from distracting tie bars and jewelry
Make sure collar and tie are not too tight or too loose
Shirt and jacket should hang well and not pull at the buttons
Always wear over-the-calf socks
For studio appearances, accept pancake or pan-stik make-up
Women Suits should be tailored.
Skirts should flow and not be cut too tight or too short
Avoid wrap-around skirts that fall open when sitting
Wear at least mascara, foundation, lip color, and a little eye shadow
Make-up colors should be natural and matte
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The Elements of NewsA glossary of media terms
ElectronicActuality. The term used in radio for soundbite. It’s even shorter than its television counterpart.
Anchor. The broadcaster who introduces news stories, usually from the TV studio, during newscast.
Ambush. A sudden approach by a news crew where the interview subject is taken by surprise.
B-roll. The pictures the reporter uses to illustrate the story. Because TV is a visual medium, reporters will build their stories around the pictures they have on file or can get. You can help convey a positive image by making sure that the pictures the reporter has relating to your story are interesting and active.
ENG. Acronym for electronic news gathering.
Evergreen. Also known as a hold for release (HFR) story, it’s a feature that is not time sensitive and can be aired at any time.
Live shot. A report from the field that is broadcast live via satellite or microwave.
Package. A television reporter’s completed story, also called a wrap.
Reversal. After the television interview is over, the camera person will take the camera off the tripod and get shots of the reporter listening to you talk. These shots are used for editing purposes.
Soundbite. The 10-15 second segment of the television interview that is included in the reporter’s story. This is the only part of the interview the public will see and hear. This is your only chance to talk directly to the viewing public.
Shotgun mic. A long directional mic that has the ability to pick up sound from far away. Be aware of them when you think you are talking out of earshot of news crews.
Voice over. When we hear the reporter’s/anchor’s voice over pictures of the incident.
Wire service. Usually Associated Press or Reuters. These reporters cover stories around the world and around the clock for national/international distribution.
PrintByline. The name of the reporter as it appears at the top or bottom of the story.
Editorial. A piece that expresses an opinion. It appears on the editorial page.
Lead. Also spelled lede. It is the most important element of the story and usually the first presented.
News hole. The space in the publication reserved for news material.
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A glossary of media terms, cont’d
News peg. Term also applies to electronic journalism. The peg is the immediate event or development that is providing the basis for covering the story.
Op-ed. The opinion page located opposite the editorial page.
Sidebar. A story, usually a feature related to another, larger story.
Wire copy. Stories supplied by wire services such as Associated Press or Reuters.
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