I’m going to tell you what this article actually is: a post about how to ruin a 26-year-old reputation (both personal and corporate) in 26 minutes. A post about how to lose control by giving in to improvisation and emotions, ultimately turning a public appearance into a real battleground. And, although moral lessons are usually left until the end, I’ll give you a spoiler right now: any spokesperson must prepare and carefully consider every statement in detail, and have the tools to maintain control (or regain it if they’ve lost it). Otherwise, their image will be in tatters, directly impacting the corporate reputation.

A corporate reputation is built slowly (very slowly), over years and decades, through strategic decisions and, above all, leadership based on credibility and consistency, but it can be destroyed in an instant: a single public statement made without an awareness of the role you represent and without proper preparation is enough to jeopardise decades of reputational capital. And, I think we can all agree, the press conference on 12 May by Florentino Pérez, the (still) president of Real Madrid, is an extraordinary example of this.

So, let’s take a look at the three key points that stood out during this press conference and the lessons we can learn from each of them.

When the spokesperson ceases to represent the institution

One of the basic principles of spokesperson training is that anyone speaking in public must be clear that they represent an organisation, its corporate culture and values, and that they represent these above and beyond themselves. In other words, above and beyond the spokesperson themselves. Spokesperson roles are individual, yes, but above all, they are institutional.

However, for much of the press conference, Florentino Pérez moved away from institutional matters and onto a personal level: the press conference ceased to be a corporate explanation of the club’s future and instead became a response to personal rumours, media criticism and conflicts external to the club he represents. And this loss of control had a direct impact in three areas: firstly, on the message, which ceased to be perceived as leadership and began to be perceived as a reaction; secondly, on the image of the executive himself; and thirdly, on the image of the company itself.

And that was exactly what happened.

The five lessons learnt:

1. Don’t speak without training first
2. Don’t lose sight of the main message
3. Don’t improvise
4. Don’t talk more than necessary
5. Don’t overlook non-verbal communication

The most dangerous mistake: speaking from a place of hurt

Let us always remember that the spokesperson’s emotional tone has as much, if not more, influence than the content of the message. This aspect marks a critical juncture in any public appearance: when the spokesperson ceases to steer and lead the conversation and begins to react to it and defend themselves personally.

In spokesperson training, there is one essential rule: you should never make a public statement driven by an emotional need for vindication or to settle scores, because when a spokesperson feels the need to deny something, explain themselves or seek revenge in public, they lose emotional control and their ability to exercise strategic control.

Corporate communication is not about winning debates or arguments. It is about leadership, and about demonstrating authority with confidence and transparency.

For this reason, one of the most sensitive aspects of the press conference was the constant personalisation of the conflict: naming journalists, accusing specific media outlets of orchestrating campaigns, or even using hyperbolic expressions such as “they’ll have to shoot me to get me out” are attitudes and elements that automatically shift the focus away from the institutional message and turn it into a personal conflict. And, in terms of reputation, this comes at a huge cost because the audience expects a calm, composed and controlled spokesperson who leads their statement with proportionality and reasoned arguments, especially in high-pressure situations. The spokesperson may be fundamentally right, but completely lose public support because of the manner in which they present their case, and that is one of the greatest risks in institutional communication: confusing firmness with aggression.

The five lessons learnt:

1. Do not get drawn into emotional arguments: do not react impulsively or speak out of anger
2. Do not use sarcasm or irony, nor display arrogance
3. Do not use a constantly defensive tone or threats
4. Confusing firmness with aggressiveness
5. Do not turn an official appearance into a settling of scores, nor adopt a victim mentality

When the spokesperson becomes the subject of the news

There is another fundamental rule regarding the role of the spokespersons in the field of corporate communication: the focus of the statement should never be the spokesperson. The protagonist should be the message, and the spokesperson, its messenger.

However, by the end of the press conference, the public debate was no longer centred on the elections at Real Madrid nor on the management of the club, but rather it centred exclusively on Florentino Pérez, his clashes with the press and the tone of his statements.

The ruling is clear from the perspective we are analysing: this shift in focus is one of the main indicators of communication failure. Because when public discourse strays from the strategic objective of the statement and focuses instead on the spokesperson’s behaviour, the organisation loses control of the narrative, with all that this entails for its reputation. And regaining that control often takes weeks, months or even years.

The five lessons learnt:

1. Don’t forget that you represent an institution
2. Don’t think that a reputation once established is indestructible
3. Do not make conflicts with journalists a personal matter or discredit the media
4. Do not ridicule uncomfortable questions or journalists because of their personal circumstances
5. Do not respond to provocations

Three key points and 15 lessons learned from a real-life example that highlight the pitfalls to avoid in public appearances, as they are exactly the kind of things any spokesperson should steer clear of.

A striking real-life example that illustrates how a business leader, accustomed to being in control and with three decades of reputation-building behind him, lost sight of the purpose of his appearance in the space of just a few minutes, and how this resulted in a complete loss of narrative control and emotional control. Because, beyond the political or sporting content of his statements, what is relevant from a corporate communications perspective is how a senior executive of an IBEX-listed company and a leading organisation such as Real Madrid lost the strategic focus of a speech that will take a long time to be forgotten.

That is why this is a prime example of how an institutional appearance can become a case study in poor media management. We must therefore always bear in mind one key principle: reputations can be destroyed in a matter of minutes – and almost always in front of a camera.

La entrada The case of Florentino Pérez: the three key factors in how to destroy 26 years of corporate reputation in 26 minutes se publicó primero en Agencia comma.

Few sensations can match the adrenaline rush of catching a wave. And few similes fit so well with information and communication. Just as a surfer must train the skill of reading the sea, journalists have a duty to understand the media agenda .
media agenda
We have to understand the media agenda, gauge the context and decide when to paddle; and -let’s be honest- enjoy the immense pleasure of riding the information wave.

Gilmore’s quote ends: “As long as you’re smiling, you’re doing it right”. For us, that smile attests to the satisfaction of coming up with the right subject, at the right time.

The same happens when content creators manage to surf the news: they become trending topics. Think of the financial communicator who explains an interest rate decision in 90 seconds and chains thousands of interactions; the analyst who breaks down a corporate merger in a LinkedIn carousel and manages to be quoted by the media; or the technologist who, at the stroke of a pen, makes a complex paper accessible and, suddenly, sets the agenda for the day. All of them have in common timing, a fine reading of the context, a clear value proposition and a journalistic -not promotional- narrative that brings immediate understanding to the reader eager for this type of content.

As communicators, with the content we curate for our spokespeople, we have a lot to learn from surfers and content creators for social networks. Because the mastery lies, I insist, in surfing the information wave and not ending up centrifuged and splashing. This requires a strategy to bring communication consultancy -for the spokespersons we represent before the media- closer to journalism. We must incorporate journalistic routines to the positioning plan of spokespersons and brands, turning them into experts in a subject. The well-known
opinion leadership
. And we must do so by being strategic, knowing and anticipating the media agenda and foreseeing, in short, which topic will be the next trending topic. There is nothing like providing journalists with an expert opinion at the right time. Being on the right topic.

As I was saying, there is a lot of journalistic flair in this art of placing that textual quotation that turns our spokesperson into the expert protagonist of an article. There is a lot of craft. Serendipity also plays in our favor. But, above all, there is planning.

The method for not splashing

Planning is not about locking a spokesperson into a rigid script; it is about providing him or her with a fertile ecosystem for his or her judgment to excel when the wave comes.

• Defined thematic territories: to be clear about the areas of authority of each spokesperson -what he/she can speak about with solvency and data-. Without territory, there is no legitimacy; without legitimacy, there is no appointment.
• Agenda radar: anticipate key news moments when a current event can trigger a journalistic appetite for expert knowledge. For that, we must read the press. And a lot of it. Newspapers, newsletters, alerts, industry conferences, etc.
• Stakeholder map: to be in contact and aware of the movements of stakeholders in our areas, especially those who have the capacity to directly influence the sector of our brand and spokesperson.
• Criteria library: curate relevant content, files, data and comparisons that allow you to respond accurately. If the text is not journalistic and is not made by and for journalists, it is doomed to irrelevance. This is where it is advisable to stand up to the proliferation of copywriters who use promotional and self-promotional language, destroying a text.
• Prepared quotes, not prefabricated ones: work on background statements – with nuance and context – ready to be fine-tuned at the right time, without falling into hollow slogans.
• Speed protocols: who validates, how, in what time windows, with what formats and attachments -biographies, data, images-. Speed is not incompatible with rigor if there is a method.

In addition to all of the above, do not throw in the towel: we must have the ability to give a second life to our content if current events dictate it. The wave is not always taken at the first paddle.

Surfing in first person

Let’s look at two recent case studies in financial content curation for colleagues in the press. The precious metals rally we have been experiencing since the summer, which has filled pages and pages in the economic media, provided us with a golden opportunity (never better said). We had two in-depth analyses, with a long-term approach, signed by two spokespersons. We gave them a first and second life: we framed headlines, updated data, adjusted the perspective – risks, correlations, macro drivers – and managed to place the spokespersons in in-depth news articles for more than a week, in explanatory pieces and in closing session analyses. For them and for the brand, we managed to be the protagonists of the news during that period. We surfed the wave. And we did it smiling.

The summer banking soap opera between Torres and Oliu (BBVA-Sabadell) has provided communication consultants with another sustained momentum to contribute expert voices that provide depth to journalists. Without entering into ‘gardens’ that put the reputation of the spokesperson or the brand at risk, the derivatives and the projection that this fact has for the European banking industry -consolidation, competition, governance, regulation, technological efficiency, territorial impact- serve us on a platter a thematic melting pot in which we can make ourselves strong as expert voices. Through data-driven opinion columns, backgrounds that sort out the key issues and a fine reading of current affairs, we have also achieved notoriety for several of the companies we advise at comma. The key was not to get there first, but to get there judiciously and sustain the news pulse for several days, modulating the angle as the facts evolved.

The virtuous circle: from the spokesperson to the medium and back again

The reward for all our efforts is the gratitude of the spokesperson and the brand; the recognition of our work as consultants; and the generation of a virtuous circle in which we earn the trust and confidence of our clients .
trust
of the people we advise. They listen to us when we underline the importance of a topic that is on the media agenda in Spain; we have good, quality content; we curate it so that it adapts to the language of journalism.

This chain effect continues when the journalist receives that quality analysis just when he needs it, because it adds value and enriches his article. We become a reliable, constant source – we nourish the network of journalists with whom we maintain regular relationships with useful information, not just promotional press releases – and generate a relationship with journalists and media based, once again, on trust. The unmistakable sign that we are riding the waves, riding the news trend, is that call from the other side: “Can you arrange a statement from your spokesperson exclusively for my story? Kick flip on the ridge.

Learnings

All of the above leaves us with some lessons applied to corporate communication and the positioning of spokespersons:

• Contribute at the right time, with the right topic.
• Define territories of authority: without a thematic perimeter there is no opinion leadership.
• Monitor the agenda with method: daily reading and comparative analysis, not passive consumption.
• Curate journalistic content: data, context, nuance; zero self-promotion.
• Prepare useful quotations: short, clear, verifiable, with one idea per sentence.
• Build a stakeholder radar: know who is making moves, when and why.
• Sustaining momentum: iterating angles and updating parts -first and second life-.
• Agree on speed and control protocols: speed with judgment.
• Measure and learn: what worked, what was missing, what can be improved.
• Care for the relationship: contribute even when there is no press release; be a source, not a loudspeaker.

Surfing a wave is not about beating the sea; it is about understanding it. The same thing happens in communication: it is not a matter of forcing reality to fit our headline, but of reading the current of information, choosing the wave that corresponds to us and accompanying it with the demeanor and criteria of those who know where their place is. As Gilmore said -and it is worth remembering-: there are a million ways to do it, and if you smile, you are doing it right. Smiling, in our profession, is not frivolity: it is the serene expression of an invisible work that brings together craft, sense of smell, serendipity and planning. When these four pieces fit together, the spokesperson does not splash; he leads. And the brand doesn’t shout; it explains. That’s the kind of reputation that is earned wave by wave, article by article, relationship by relationship.

La entrada Surfing the information wave to prevent our spokespersons from ending up splashing around se publicó primero en Agencia comma.

What are the keys to being a good communicator?

1. Practice active listening

Let us start with one of the most important aspects of effective communication, which is undoubtedly the ability to listen actively. To be a good communicator, you should not only pay attention to your interlocutor’s words, but also to his or her gestures, facial expressions and tone of voice.

Active listening will help you to process the message correctly and respond appropriately. It will show your interlocutor respect and interest in what he or she is telling you.

2. Show empathy towards your interlocutor

Empathy is essential to establish connections with your interlocutor. Always try to put yourself in their shoes and understand their feelings, needs and concerns. This will allow you to tailor your communication to meet the needs of your interlocutor and build relationships based on trust and mutual understanding.

3. Know your interlocutor or your audience

Understanding your audience or interlocutor beforehand is crucial to tailor your message effectively. Research and understand your target audience, including their interests, values and views. Use this knowledge to personalise your communication and make your message relevant and meaningful to them.

4. Be clear and concise in your messages

Another key to being a good communicator and effective communicator is clarity and conciseness in your messages. Organise your ideas logically and get your message across in a straightforward and easy-to-understand way. Avoid using unnecessary jargon or complicated words that may confuse your interlocutor. And remember that less is more when it comes to communication. Try to express your ideas as simply and briefly as possible.

5. Don’t forget to be authentic

Authenticity in your messages and in the way you convey them will help you build trust and credibility. Be honest with yourself and others, and communicate your thoughts and feelings in a sincere and genuine way. And always avoid falsehood or manipulation in your communication.

6. Flexibility always

To be a good communicator you will need to be able to adapt to different situations and people. You will need to be flexible to adjust your communication style according to the context and the needs of your interlocutor, and sometimes this will involve changing your tone, language or approach to ensure that your message is understood and well received.

7. Manage emotions

Emotion management is essential to maintain calm and composure during communicative interactions. Learn how to recognise and manage your own emotions, as well as how to deal with the emotions of others in an empathetic and constructive way. Remain calm under pressure and avoid reacting impulsively or aggressively in conflict situations.

8. Practice constantly

Like any skill, you will learn to be a good communicator with practice and feedback. Look for opportunities to practise your communication skills in different contexts and with different interlocutors or audiences.

9. Continuous Learning

To be a good communicator you must always be in a process of continuous learning, open to new ideas and perspectives and looking for opportunities to expand and improve your communication skills. A good feedback from your practices will help you identify areas for improvement and work on them effectively.

10. Trust in you

Self-confidence is fundamental to communicate effectively and be a good communicator. Be confident in your skills and knowledge, and convey that confidence through your body language, tone of voice and facial expression. Confidence helps you project confidence and credibility in your interactions, which makes it easier to connect with your audience.

In short, being a good communicator requires a combination of technical, emotional and social skills. From active listening to authenticity and flexibility, each will contribute to making your communication more effective. If you practice and develop these skills, you will undoubtedly improve your communication skills in any situation and you will be able to establish stronger and more successful relationships in your personal and professional life.

La entrada 10 keys to being a good communicator se publicó primero en Agencia comma.

Without being clear about this, it will not be possible to achieve effective communication. However, if we are sure of what we want to achieve and we take into account the following points, it will certainly be much easier:

The best improvisation is good preparation

Improvisation has no place in strategic communication. Never get in front of a journalist without being clear about what he wants to talk about and what you want to talk about. Take an argument with you, internalize your key messages and try not to give more than three. Try to reiterate them throughout the presentation.

Listen carefully, think and then answer

A common mistake is to be thinking about what we want to say instead of listening carefully to what they are asking us. The subconscious, when we are in front of a journalist, can betray us. Listen carefully to what the question is, decide what the key message is within that question and answer with confidence.

Don’t let others speak for you

Always take the initiative. Lead the interview or the meeting; lead the conversation. Don’t get into topics you don’t want to get into and steer the conversation back to your own territory, to what is really interesting for your organization. The more you control the message and the less you leave to the journalist’s interpretation, the easier it will be to lead a conversation.

Putting the message first

Before going in front of a journalist, it is important that you think about the headline you would like to read the next day in the media. This headline should clearly and directly summarize our message, for which it is essential to use short and simple sentences: subject, verb and predicate.

Repeat your message

Whenever you have the opportunity, repeat your message and use different arguments that allow you to emphasize the most important part of what you want to convey. Do not hesitate to refocus some questions in order to contextualize the message. The key is to know how to redirect them to your interests. A good previous preparation and having the messages well internalized will always help. Do not hesitate to use examples to make yourself understood; the less you leave to interpretation, the better.

The most important thing, always at the beginning

The order of your presentation should always start with the most important points and, whenever possible, repeat them just before the end to reinforce the message. Don’t beat around the bush, focus your speech and be clear, concise and direct.

Adapts the use of language to the situation

Depending on the profile of the audience to whom the presentation is addressed, it will be necessary to use one language or another. It is important to maintain authority in the tone in order to achieve the same register from the beginning to the end of the speech and try not to diminish it when faced with uncomfortable or complicated questions to answer. Combining rhythm with tone will help to emphasize messages. When in doubt, it is always preferable to use simpler language in front of a supposedly knowledgeable audience rather than miss the opportunity to convey a message that is understandable to the majority.

Don’t forget that everything communicates

We must keep in mind that our body also speaks and transmits a lot of information; controlling body language techniques is as crucial as controlling the message. Avoid crossing your hands tightly or sitting too awkwardly. Let the air into your lungs. Be clear that what we don’t say is just as important as what we say. Gestures, our posture or a simple look can transmit as much or more than a sentence.

Before any appearance before the media and, in addition to the preparation, it is important to believe ourselves what we are and internalize our own strengths and the great ability to provide appropriate solutions for each of the current or future needs that may have the audience to which we are going to address.

La entrada 8 keys to effective communication for spokespersons se publicó primero en Agencia comma.

Positive language is an effective tool to change the way we express ourselves, improve our relationships and increase our ability to persuade. Therefore, it is essential to understand what it is, why it is so important and how to apply it to transform our daily communication.

What is positive language?

Positive language is a communication strategy based on the intentional use of words and expressions that generate confidence, motivation and clarity in messages. It is not simply a matter of being optimistic or friendly, but of constructing a discourse that promotes well-being, cooperation and problem solving.

The way we speak shapes the way we think. The words we use influence the way we perceive reality, feel and react to different situations. When we use negative language, we unconsciously activate the amygdala, a brain region linked to fear and anxiety. On the other hand, when we use positive language, we stimulate the prefrontal cortex, which is responsible for creativity, problem solving and rational decision making.

In addition, positive language not only impacts our own attitude and mood, but also the perception and response of those around us.

Some examples of the use of positive language

Let’s look at some examples. Although the meaning is similar, the second option in each case encourages a more proactive and decisive attitude:

• “It’s a difficult and complicated problem.” → “It’s an interesting challenge and we have a chance to find a good solution.”
• “I have no experience in this, I’m going to have a hard time doing it.” → “It’s a good opportunity to learn something new and put my skills into practice.”
• “This customer is very demanding and complicated.” → “This customer knows what he wants; that will help us provide him with better service.”
• “We failed in this task, it was a disaster.” → “We were not right, but this experience has given us valuable learnings to improve in the future.”

What are the benefits of using positive language?

Positive language brings benefits both personally and professionally:

• Generates trust and empathy in conversations.
• Facilitates conflict resolution by focusing on solutions.
• Reinforces self-esteem and that of others.
• Improves the work environment and strengthens the team culture.
• Increases persuasiveness by making messages more attractive.

On the contrary, a negative language-loaded with criticism, pessimistic expressions or aggressive tones-can generate rejection, resistance and affect the motivation of those who listen to us.

Applying positive language in our communication allows us to more effectively influence our daily interactions and obtain better results in our personal and professional relationships.

Strategies for putting positive language into practice

1.- Substitute negative words for positive alternatives. Small changes in the way we express ourselves can change the perception of a message:

• “I don’t know” → “I’m going to look into it.”
• “This is impossible” → “Let’s look for a workable solution.”

Rephrase sentences in a positive way. Instead of focusing on what cannot be done, emphasize what is possible:

• “I don’t know how to do it” → “I’m going to research the best way to do it.”
• “This report has many errors” → “We can revise this report to improve it”.

3.- Use constructive questions. Well-phrased questions direct the conversation toward solutions rather than problems:

• “Why did the project go wrong?” → “What can we learn from this experience and how can we improve it next time?”

4.- Enhance the use of affirmations and positive reinforcement. They always motivate and reinforce a constructive attitude:

• “I’m confident we can make it.”
• “Your work is bringing a lot of value to the team.”

Reinforce your communication with positive nonverbal language. We have already mentioned on many occasions the importance of nonverbal communication. Smile, posture and tone of voice reinforce the message you want to convey. And when it is a written message, read it out loud before sending it. Does it sound friendly, positive and clear?

Integrate positive language into your daily life

I insist, positive language does not imply ignoring problems, but expressing ourselves in a way that fosters trust and conflict resolution. We must not forget that words influence the perception and reaction of others. If we learn to reformulate our messages in a positive way, we will achieve that our communication (with ourselves and with others) will have a completely different impact.

Take the test. During the next few days, pay special attention to how you communicate – with others and with yourself – and try to apply some of these strategies to change the way you express yourself. I’m sure you’ll notice the difference.

La entrada Transform your communication with the use of positive language. se publicó primero en Agencia comma.

What is a spokesperson?

The spokesperson of an organisation, company, association… is the person designated and prepared to transmit its key messages to its internal and external target audiences (journalists, shareholders, employees, investors, suppliers, etc.)….) in a direct, simple and impactful way; It is constituted as the voice of the company and is assumed to always works (or should work) based on the organisation’s business strategy and in coordination with its communications team.

An organisation may have more than one spokesperson, usually related to different specialities within the organisation, but it must always have a spokesperson of reference who is the most representative image of the company;

The main spokesperson is usually the president or CEO of the organisation and his/her charisma and profile should match; In other words, there must be coherence between what the brand says it is and its main representative. The reality does not always coincide with the most advisable and it is not unusual to find spokespersons who do not adequately represent the role that corresponds to them, which will directly affect the perception of the brand;

It is therefore essential that the spokesperson is aware of the role he or she represents, of the responsibility he or she has as the main voice of the organisation and of the importance of taking that role very seriously;

The importance of the spokesperson in corporate communication

The spokesperson is like the captain of a great ship and must be aware that he/she is the highest representative of the ship; Knowing where you are going and which sailors you have, knowing the route to take, the risks you may encounter, weather forecasts and other possible unforeseen events are on your list of responsibilities;

A bad spokesperson can spoil an organisation’s reputation or confuse its target audiences by portraying an image that is inconsistent with the raison d’être of the company he or she represents;

Giving voice to an organisation is essential; What you don’t say about your organisation, others will say for you, so it is essential that the importance of good spokespersonship for brand perception is taken seriously; Everything a spokesperson does, he or she communicates, that also includes what he or she does not do;

Efficient communication

In 1967, anthropologist and psychologist Albert Mehrabian of the University of California (UCLA) presented a study that collected the percentage that each element of communication – words, body and voice – represents in conversation. Although Mehrabian focused on emotional communication, his conclusions are very timely to understand how important the role of a spokesperson is and what must be taken into account in order to communicate effectively;

La entrada The spokesperson and his role in corporate communication se publicó primero en Agencia comma.

Let’s start at the beginningWhat do we mean by spokesperson training?

Spokesperson training is a process designed to teach representatives of an organisation how to communicate effectively and coherently in different situations and to the various audiences they will face. This type of training focuses on developing verbal and non-verbal communication skills, as well as providing specific knowledge about the functioning of the media and corporate communication strategies. During a spokesperson training, participants will learn first-hand how communication processes work with different audiences and will receive instructions on how to structure and present their key messages, how to handle interviews and appearances before the media or their target audiences, how to answer difficult or sensitive questions (inside and outside the organisation), and how to adapt their communication to different audiences and media platforms.

Who should do spokesperson training?

Spokesperson training is suitable for awide variety of professionals within organisations with one common denominator: They need to communicate effectively with different audiences. Some of the recipients of this type of training, within organisations, are:

Executives and business leaders

Senior managers often act as spokespersons at corporate events, in media interviews and in internal organisational communications. Spokesperson training helps them to develop strong communication skills and to deliver key messages effectively and efficiently. Public relations and communications professionals Corporate communications and public relations managers also need to be prepared to represent their organisation to the media, investors, customers and other key audiences. Spokesperson training provides them with the necessary skills to manage these interactions effectively. Experts and/or specialists Sometimes experts in technical and/or specialised areas are required to act as spokespersons on behalf of the organisation to explain complex issues or answer detailed questions on a specific topic. Training spokespersons helps them to communicate their expertise in a clear and accessible way to the general public.

What are the keys to good spokesperson training ?

Needs assessment and customisation

Good spokesperson training must be adapted to the specific needs of the organisation and the participants and never respond to a standard, homogeneous model, regardless of the spokesperson to be trained. This implies knowing the company very well, taking into account the sector of activity, its organisational culture, the communication challenges it faces, the reputational risks it may have to face and the level of experience and skills of the spokespersons. It is therefore important to identify in advance what the objectives of the training are, analyse the previous skills and knowledge of the participants and assess the areas for improvement and the challenges they may face. With all this information, a personalised and tailor-made programme can be designed with a prior definition of the topics to be covered and the learning objectives to be achieved, selecting the methodologies and learning resources that best suit their needs, thus adapting the programme, as much as possible, to the specific needs and characteristics of the participants.

Theoretical information but always with a practical approach

Theoretical training is a must, but the focus of the training should always be practical. An introduction to the basic concepts of corporate communication and spokesperson management, explaining the key communication strategies and best practices for representing the organisation, followed by exercises to simulate meetings with the media, interviews or public appearances, as real as possible, to help identify the weak points that need to be improved. It is important that these practical exercises are repeated after the training, so that the concepts learned can be put into practice. These practices will improve confidence and the ability to deal with real-life situations. Moreover, we must not forget that we live in a fully digital era, so it is essential that the training of spokespersons includes the integration of tools and technological platforms relevant to corporate communication, such as social networks, digital media and videoconferencing platforms.

Feedforward o feedback constructivo

Feedback is key to the development of communication skills. Trainers should provide specific and constructive comments on participants ‘ performance, highlighting their strengths and pointing out areas for improvement. Good communication of individualised feedback on participants ‘ performance, detailed analysis of videos and recordings of practices to identify areas of improvement and to evaluate the effectiveness of the and evaluate the effectiveness of the training or make the necessary adjustments are key aspects.

Continuous monitoring and updating

Effective spokesperson training must be dynamic and adaptable to changing communication trends and public expectations. changes in communication trends and public expectations. It is important to monitor regularly to evaluate the impact of the training on the training on the performance of the spokespersons in real-life situations and, continuous support to resolve doubts and provide additional guidance.

And what are the advantages?

Improving corporate image

A good spokesperson is a great business card. To this end, an effective spokesperson training helps to ensure that company representatives deliver messages that are consistent and aligned with the organisation’ s identity and values. company’ s representatives convey messages that are consistent and aligned with the organisation ‘ s identity and values, which contributes to strengthening its image and reputation.

Skills development

Spokespersons will learn techniques for structuring messages effectively, learning how to adapt communication to different audiences and channels, even handling difficult or unforeseen communication situations. By being better prepared spokespersons will be more confident in themselves and in their ability to represent the ability to represent the organisation or brand they work for, This will result in greater credibility with the public and the media.

Efficient crisis management

Well-designed spokesperson training includes strategies and techniques to handle crisis situations appropriately and effectively. to handle crisis situations appropriately and effectively, This will enable the organisation to respond quickly and coherently to unforeseen events that may affect the events that may affect the organisation ‘ s reputation.

Resource optimisation

By having well-prepared spokespersons, the company can optimise the time and resources devoted to communication, avoiding misunderstandings and ensuring that key messages are conveyed efficiently and effectively, avoiding misunderstandings and ensuring that key messages are conveyed efficiently and effectively.

Protecting the organisation ‘ s reputation

Acting as a spokesperson carries great responsibility as your words and actions can have a significant impact on an organisation’s reputation. Spokesperson training helps to avoid costly mistakes and protect your organisation’s reputation by providing the skills and knowledge needed to communicate in an ethical and professional manner. In short, good spokesperson training is essential to ensure that your organisation’s representatives know how to properly convey messages to the media and your audience. It is important to invest in the development of communication skills, which will strengthen your organisation’s image and reputation, improve your ability to deal with crises and difficult situations, and build strong and effective relationships with different audiences. Our experience over 25 years shows that a well-trained spokesperson is a guarantee of success.

La entrada The importance of spokesperson training in your corporate communications strategy se publicó primero en Agencia comma.

Media training, of the kind we have already talked about on this blog, helps spokespeople prepare for all media appearances. But a single day of training is not enough. The agency ought to develop, prepare and practice with their clients in order to achieve the desired objectives.

When creating a communications strategy for a client, a list of spokespeople should be drawn up. It is obvious that not all managers are eligible to be media spokespeople whether that is because of legal or corporate reasons. Once this list is ready, the chosen spokespeople’s communication skills ought to be developed to the maximum with the aim of successfully conveying the company’s key messages. This is not always easy when you find yourself dealing with a charismatic but low-profile spokesperson. Sometimes, consultants are able to develop this type of spokesperson’s talent and make them a successful part of the communications strategy.

Before an interview or a meeting with the media, the following documents are vital in order to adequately prepare the representative of the company, clearly define the strategy and achieve the desired impact:

• Topics: this document should include a series of titles, which we want to generate and the messages to reinforce the titles. A very simple and clear document in order to guide the conversation.
• Q&A: this document should include a list of possible questions, as much about the firm as the sector and competition, with answers that are in line with the communications strategy
• Key corporate messages: this document should include the key values that define a company: its philosophy, values and achievements that make it stand out from the competition. The objective is to repeat them throughout the interview as if they were a leitmotiv
• Tone and Approach: each media outlet is different. Depending on the type of media, the language ought to be more technical, serious, formal, informal, didactic or personal
• Relevant news: to figure out what might be of interest to a journalist, It’s worth getting to know what kind of articles he or she has previously written about your brand and your sector

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