2 min read
Playing it safe is the real risk in media engagement.
When it comes to media engagement, playing it safe might feel like the responsible choice, especially in the energy sector where it can increasingly feel like we’re operating in a ‘this or that’ debate, pitting sectors against each other. But in reality, it’s often the most dangerous communication strategy of all.
Silence or neutrality is rarely the best way to earn trust or build influence. And yet, we see time and again that many senior leaders default to the polished, ‘approved by committee’.
The result is messages that are technically correct, but that fail to resonate with the people who matter.
The media landscape is noisy, competitive, and fast-moving. Journalists are inundated with content, with less time than ever to find out what, or who, matters. What they don’t have enough of is genuine perspective and a willingness to say something different.
Operating in the energy and decarbonisation space, this is especially true. Public (and political) interest is high, the issues are complex, and the need for credible voices is greater than ever. The leaders who cut through are the ones who are prepared to say something real.
Journalists are not sitting around hoping for your next press release. They’re looking for a story. In our Complete Communication training, we refer to the 3 Cs – conflict, controversy or criticism. To add to this train of alliteration, they’re looking for commentary, and conviction.
They want to speak to people who are close enough to the complexity to speak with authority, but bold enough to offer a perspective.
If you’re constantly playing it safe, sitting out of debates, or watering down your views until they’re unrecognisable, you’re not just being cautious, you’re becoming invisible.
And when your organisation is invisible in the public conversation, it’s missing opportunities to shape the narrative, to build trust with political leaders and customers and to demonstrate your company values.
The best media engagements are strategic. They are underpinned by preparation, insight, and alignment.
We’re not suggesting spokespeople need to be provocative every time. Like every good relationship, it’s a two-way street and with journalists, you have to respect that not every story is a good news one.
But we are saying that every organisation should know what it stands for, and be prepared to say it, publicly, when it matters most.
The real risk isn’t being bold. The real risk is being ignored.