Eager spokespersons sometimes share too much information when answering questions, obscuring the key message they intended to highlight.
Spokespersons who turn into gushers when asked questions typically fail to know their mission, which is to deliver a message, not act like an encyclopedia.
Saying the right thing with just-enough language requires discipline. That usually comes from media training and experience. The kind of experience when your key message is omitted from a story and replaced by something less important, trivial or wrong.
Don't blame the reporter, who has to make sense of what you say and turn it into a short clip for TV or radio or a couple of quotes for a print or online article. If the reporter can't decipher your central point in your flurry of words, blame yourself for creating the confusion.
There is a fine line between a tight response and a terse response. A terse response can come across in the interview, and later on air, as evasive. A tight response, if delivered confidently and conversationally, can convey a sense of command by the spokesperson, increasing their believability. The only way most spokespersons gain that confidence is through practice. You need to now what you need to say and practice how to say it effectively.
Media trainers encourage chiseling key messages into sound bites. That may sound contrived, but the idea is to zero in on a message and the best way to express it. Not only will that help to ensure it is quoted, it will make the message more comprehensible.
In this regard, the spokesperson role is more like a playwright and an actor. You start with a goal, then think like a playwright how to present it – the words, the scenery, the staging. The actor's responsibility is to make the words come alive with his or her voice and body language.
Another critical aspect of media training is the art of bridging – how you take a question and turn it back to your key message. Instead of learning strong bridging phrases, some spokespersons think out loud and wander toward an answer, which may not be all that well thought out. The ill-considered answer too often is a launch pad for additional questions that pull the interview far away from your key point, maybe even into regions you sought to avoid.
Spokespersons are chosen because of their knowledge of a subject and/or their job title. However, their key message can be swamped by over-sharing or feeling they must get everything on the record. Digressions, windy explanations and technical jargon exasperate most reporters, at best, and confound them, at worst.
Transparency for a spokesperson involves telling the truth in a way that is meaningful and can be heard. Too much information is often the enemy of the truth. It buries what is important under the weight of interesting, but non-essential facts.
The best spokesperson is the one who knows what to say – and what not to say. The best spokesperson thinks about connecting with his or her audience through 12 seconds on air or two paragraphs in print.