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Media and communications lessons from the Nicola Bulley case

Cosy chats with friendly desk sergeants. Daily calls to the duty inspector from the newsroom of the local paper. Off the record briefings for the gentlemen of the press. A more symbiotic and trusting relationship between the media and the police…

All of these things and much much more have been said by the media commentariat over the past few weeks. Largely by retired journalists (and here I must declare an interest) recalling the good old days and conveniently ignoring the one thing that has changed both policing and reporting on policing out of all recognition since they dictated their copy from a red phone box: social media.

Nature, they say, abhors a vacuum. Facebook, Twitter and, especially it seems, TikTok love one. In the absence or scarcity of official information in rushes a tidal wave of bilge. So-called amateur sleuths (I’m inclined to call them idiots) broadcasting breathlessly that they’re convinced – without a shred of either evidence or decency – that Bulley was being held against her will by shadowy figures. A private underwater search company stating unequivocally that the poor woman’s body could not have been in the river, as if the sonar equipment they were using was somehow any less fallible than the humans operating it.

And all of this, of course, making the agony suffered by the Bulley family even harder to bear and the job of the police investigating her disappearance even harder to do.

Much of the criticism levelled at Lancashire Police has been ill informed and unfair. Particularly the condemnation of their decision to go public with highly personal information about Bulley’s private life. They didn’t do so lightly, I would have thought. Nor without the family’s consent. Details of her struggles with alcohol were about to be made public anyway, after they were leaked to the media as an exclusive – possibly in return for money. So they decided to reveal the information themselves to lessen the value and impact of the leak. Better to keep ahead of the narrative as police press officers might put it. What else were we to do, they might reasonably ask of all those questioning their approach including the prime minister, Rishi Sunak, the home secretary, Suella Braverman, and the leader of the commons, Penny Morduant.

To this point specifically, I believe the police were right to reveal at least some of this information but wrong in the way and to the extent they went about it. They knew, presumably from day one, that Bulley was vulnerable. So they should also have known from the outset that at some point this information would be made public, warned the family accordingly and together drawn up a plan to manage it. They may have done this to be fair; I have no special insight. But if they did, the public part of the plan could have been handled better.

The police initially said at a news conference Nicola had “a number of specific vulnerabilities” which meant she was “graded as high risk.” This crucial issue was rather lost in the remaining 30 minutes or so of the conference which seemed to be more of a point by point rebuttal of criticism of the inquiry than an update on a missing person. I’ve watched the conference in its entirety twice. It certainly wasn’t the “utter disaster” as some of the more colourful coverage suggests. It certainly was a thorough and detailed description of the inquiry to date. It also nailed some of the more outlandish, to use the words of assistant chief constable, Peter Lawson, “ill informed speculation and conjecture.” (And, by the way, it was good to see the conference chaired by Mr Lawson, not by the senior investigating officer, Rebecca Smith. Sometimes the messenger is as important as – or even a part of – the message).

Picture credit: Getty Images

But what that conference also did – ironically perhaps most successfully of all – was get every journalist wondering exactly what those specific vulnerabilities were. Indeed, this was the very first and last question asked by reporters – almost inaudibly, off microphone – at the conference. This line of questioning was only going to louder and more persistent. To not have anticipated this and dealt with it there and then was problematic. All Mr Lawson said at the time was “I feel we’ve said as much as we can about that. It is personal, private information known to the investigation but foremost in our thoughts, in addition to the integrity of the investigation, is the privacy of Nicola’s family…”

So what changed in just a few hours? Because later that day, in a follow up statement, the police added that those vulnerabilities included alcohol misuse connected to the menopause. This smacked of being bounced into saying more by events, rather than being in control of events. I’d have been inclined to release the two statements simultaneously at the news conference. I’d have advised omitting the menopause point entirely. It’s too personal and, on the face of it, much less pertinent than the alcohol issue. I’d also have explained the background to the release and attempted to reassure the public – and women in particular – that this was a highly unusual move in response to irresponsible coverage and wouldn’t become a routine part of missing persons inquiries. To avoid losing the focus on these really important points I’d have shortened the conference and left out anything that sounded defensive. There’s a time and a place for that. And it isn’t when a person is still missing.

In their defence most police press officers are way down the command chain, have no rank and I’m sure are regularly ignored when asked for advice. But that doesn’t make the advice wrong. They should be speaking truth to power and asking the SIO or ACC:

Be absolutely clear: what is the purpose of this news conference or release?

Is it to give the public an important update on progress or to seek further public help – an appeal for witnesses for example?

It it to protect the family from potentially hurtful information – true or otherwise – being put into the public domain by unscrupulous and insensitive media coverage or social media commentary?

Or is it to defend the force and more to do with reputation management?

The first two, sir or ma’am, are justified. The third is not. Until well after a missing person is found. Alive, or as it would now seem in this desperately sad case, dead.

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Who said: one’s company two’s a crowd?

Most media interviews are what are called one plus ones: one interviewer plus one interviewee. But one plus twos – an interviewer and two (or more) interviewees – are on the increase , especially on rolling news channels.

So what’s it like being interviewed alongside another contributor? What are the potential pitfalls? What are the benefits? And what should you look out for beforehand?

ACM Training media trainer, Richard Uridge, provides some answer in this, the latest episode in the Z to A of Media Training (sister series of the Z to A of Presenting – because why start with the letter A when everybody else does)?

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How to avoid your media interviews being edited

Want to know why I could get away with robbing a bank?

Because years of editing radio programmes with razor blades have removed much of my fingerprints. If you want to avoid journalists removing many of your important points in a media interview then you need to be disciplined so that your words – and your reputation – don’t get shredded.

And here’s how, in the first of a brand new mini series from the people that brought you the Z to A of Presenting (because everyone starts with A) – the Z to A of Media Training.

Spot the new(s) desk btw!

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Free broadcast media training for Ukraine

Watching the heart-breaking images coming out of Ukraine it’s impossible to stand by and do nothing. When I was younger I might have driven across Europe and lent a hand to the relief effort or helped raise money and awareness as I did alongside Oxfam with the BBC in Rwanda in the early 1990s. My effort today seems rather weak by comparison. But I hope it’s not ineffectual. Because I believe in the power of words. I believe words can be used to make the world a better place.

So if you’re planning on using, or are already using, the media to positively influence change around the Ukraine conflict we’re offering free broadcast media training. No catches. Free for all. For as long as the conflict lasts. We’re running sessions on a Thursday or a Friday afternoon every week with additional dates being released every seven days. Please note that registration is required via our eventbrite page.

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Crisis comms and expecting the unexpected – or what to do when a multi-coloured monkey with a fake penis swings by

We advise clients on our emergency planning and crisis communications courses to gaze at the horizon and draw up a list of bad things that could happen. And then, in the name of preparedness, to map against that list the key messages their nominated spokespeople would deliver via the media should those things happen. Saves a lot of time and effort scrabbling around for what to say and who to say it mid-crisis.

Most come up with the obvious: floods; fires; financial irregularities. Many have now added pestilence (aka Covid-19) to their Four Horsemen of the Corporate Apocalypse risk registers. But I’d wager not one organisation anywhere has a plan for what to do when their reputation takes a hit from a six foot rainbow-coloured monkey with bare breasts, buttocks and a clip on willy. I mean why bother? It’s not going to happen is it? Too off the wall…

Except that’s exactly what happened to a local authority. Said primate turned up at a reading event for children. Yes, for children! And I don’t mean randomly or mischievously gate crashing proceedings uninvited, causing red faces out of the blue as it were. I mean actually booked to appear in all its semi-naked glory. So you can imagine it caused quite a heads-must-roll kerfuffle, quickly spilling over from social to print and broadcast media. Politics being what it is the affair even trended on Twitter for a time giving the council’s head of communications pink kittens (if you’ll excuse the mixed animal metaphor).

I won’t add to the council’s embarrassment by naming it here. My purpose is simply to ask: what’s the lesson – beyond the trite expect the unexpected?

Strikes me that although the specifics of the case are so bizarre as to be wholly unpredictable, it does fit into a category that one could loosely call offence caused but not intended. The mayor having a wardrobe malfunction at a civic function might also fit into this category along with a council flyer containing a double entendre that the sub editors missed. The idea is you work out in the planning phase what to say in these kinds of cases. Then at least you have a working set of generic key messages that can be tweaked to fit the specifics. Quicker than starting from scratch.

So here are my generic key messages for OCBNI (horrible acronym alert – offence caused but not intended) situations with suggested quotes for the specific situation in italics:

  1. Say sorry swiftly. Sorry may seem to be the hardest word but it costs nothing and could save a run on your reputational stock later. “It certainly wasn’t our intention to cause offence but clearly we have and for that, of course, we are truly sorry.”
  2. Explain what the intention was. People (and monkeys) often get hold of the wrong end of the stick. Sometimes deliberately so. The story then becomes all about the stick. So remind people what the real story is. In the above case you could say something like: “Our intention was to get young people interested in reading. It didn’t go quite to plan (smile) but reading is such an important life skill and we certainly make no apology for trying really hard to encourage it.”
  3. Concede that something went wrong or, at the very least, didn’t go right. Journalists, interviewers, the baying social media mob love to push back. If you step back voluntarily there’s nothing for them to push against. “This shouldn’t have happened. We need to understand how it happened. And when we understand how it happened – even if it was just basic human error, someone not engaging their brain before booking the monkey act – we need to do our best to make sure it doesn’t happen again.”
  4. Steer the interview process so you can re-iterate and, therefore, reinforce the apology but be determined to end on a positive note. “So our apologies for any offence caused but remember reading is a vital skill – quite simply people who learn to read well in childhood tend to earn more, enjoy better health and live longer. (And that definitely isn’t monkey business.)”*

*I’d be inclined to omit the bit in brackets depending on the tone of the interview/interviewer and the nature of the audience.


This article originally appeared on my LinkedIn profile but with the word penis redacted because I didn’t want to cause offence! But, of course, if I have here I am truly sorry…

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How to prepare for a media interview when you have very little time

One of the downsides of self-guided online learning is that without the live interaction of face-to-face training you can’t ask your trainer questions as you go along. So we’ve launched a new service at ACM Training called “Ask the Owls” to complement our Thinkific courses. The idea is you ask questions about media, communication and professional development issues and our experts (the owls) do their very best to provide the answers.

Here our media trainer, Richard Uridge, answers a question emailed to asktheowls@acmtraining.co.uk by a delegate on one of his courses who wants to know if it’s possible to be ready for an interview in under five minutes.

ACM Training’s communications expert, Richard Uridge, answers a question from a professor of civil engineering who wants to know if it’s possible to prepare for a media interview in under five minutes.

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Should you give a media interview on a subject that’s slightly off topic for you?

Whether you’re sitting a self-guided course at your own pace or taking part in a live trainer-led session, asking questions during online training is (or at least seems to be) a whole heap harder than it was in the days of face-to-face learning. So our AskTheOwls service is designed to make asking questions simple and bridge the gap between old and new delivery methods.

In this short video our media and comms expert (owl), Richard Uridge, answers a question emailed to asktheowls@acmtraining.co.uk by a university professor who’s often asked to comment on issues that aren’t quite her area of expertise and wants to know if giving an interview in these circumstances is a good or bad idea.

Our media and comms owl answers a question submitted by an academic.

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Coronavirus crisis communications

Many companies (I’d hazard most) don’t have a crisis communications plan. A vague idea about what to do in an emergency? Yes. A carefully considered and well rehearsed business continuity plan? Maybe. A clear idea of what to say to stakeholders either internally via the usual channels or externally via the media including, where appropriate, social media? No.

But coronavirus has the potential to make us all wish we had. With the level of infection and disruption now being anticipated at the very highest levels of government, businesses large and small (my own included) face an existential threat. And effective communication with staff, clients, suppliers and others over the coming weeks and months could (and I don’t think I’m overstating this) make a life and death difference. Not just company life and death either.

How so? Because clear, consistent, truthful and timely communications can, for example, make the difference between a pissed off workforce who think their bosses really don’t care and a highly motivated workforce who feel valued and are prepared to be flexible in the face of adversity by working from home, working odd hours, foregoing bonuses, taking unpaid leave…

Because clear, consistent, truthful and timely communications can persuade suppliers to delay issuing that invoice even though they’re experiencing similar cash flow problems. Because effective communication can lower the expectation and heighten the appreciation of customers.

But while being truthful should come naturally 😂 being clear, consistent and timely needs planning and practice.

“The virus is on us. Isn’t it too late now?”

It’s never too late to make a plan which, in any case, doesn’t need to take long – especially in smaller, less complex organisations. The first planning step is to work out what you need/want to say and to who: in other words your key messages and your target audiences. The next step is to map the audiences to what become your target media and channels – internal email, the intranet, external media the internet. Make sure those key messages are clear and concise and can be readily understood by the audience. You might be inclined to say “we’re facing challenges on the supply side of our business so our customers may experience issues with their orders.” Your customers would prefer you to say: “We’re sorry but because of coronavirus it may take us a little bit longer to deliver your parcel. We know you’ll understand. And here, as a thank you for your patience, is a discount code for your next order.”

Being consistent means everybody is communicating the same message (not that the message can’t change – flexibility is key in a crisis). A lack of consistency can lead to confusion. If your line manager is saying staff can work from home but your boss says you’ve got to come to work unless you’re ill you’re likely to lose faith in both.

Being truthful is, I hope, self-explanatory. I may be naive, but honesty and integrity are rewarded. People want to work for and with organisations that genuinely embrace these things. Yes, price is important but value can be expressed in other ways. So what I mean here is more about being open. The truth will out (and with social media probably sooner rather than later) so why hold back. Imagine the furore restaurant chain would face if it didn’t reveal kitchen or wait staff had fallen ill with the virus until two weeks after the outbreak?

Being timely is tied into the above. When a situation is rapidly evolving there’s an inclination to keep quiet until the picture is clearer. But witness the backlash the government has experienced by only issuing virus updates weekly. A backlash so significant that it’s backed down. A “communications fumble” as the Chief Medical Officer admitted. That position was clearly untenable for UK plc and should be for all companies in these worrying times. I’m not suggesting you need to issue a running commentary to staff or in the media. But if the gaps between company bulletins are too long then all sorts of information can rush into the vacuum. Information over which you have no control. In a word or two: fake news.

To help you control the message and draw up and execute your own crisis comms plans we’ll be running a series of webinars for the duration of the coronavirus outbreak. More details to follow. But if you’d like to sign up email me – richard@acmtraining.co.uk and I’ll be sure to send you a link and access code.


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Preparing for media interviews – the importance of rehearsals

There was a time when I was growing up that I didn’t see much of my sister, Joanne. She’d joined Toddington Amateur Dramatic Society (TADS) and for long periods was busy rehearsing for her next role along with the rest of the cast. Or at least that’s what she told our mum and dad. Now I’m clearly not a very good brother because I don’t remember many of her performances. I think she may have played Liz in Billy Liar (or maybe I’m confusing her with Julie Christie). But what I do remember is neither Jo nor Julie ever missed a line and both had a magnificent stage presence.

Joanne Uridge playing Liz in Billy Liar.

Why? Because actors rehearse, rehearse and rehearse again so that when the curtain opens and they walk on stage they hit their marks and they hit their lines. Doesn’t matter whether they’re walking the boards before a modest audience at the village hall or in front of a sell out crowd in London’s West End.

So why would anybody stand in front of an audience ten, fifty, a hundred, a thousand times larger without rehearsing? An audience so big it wouldn’t fit in the world’s biggest auditorium. But they do. Every day of the week. In media interviews. And it’s hardly surprising that they fluff their lines.

In my media training workshops I explain that interviewees must think of themselves as performers. That although there is no obvious stage or proscenium arch (especially if they’re doing a down-the-line radio interview from home) they are, in effect, walking onto a stage with an audience of potentially millions. That frightens them. More than a bit. But it helps make the point that if actors rehearse for performances in far smaller actual theatres, then so should interviewees for their performances in the far, far larger virtual “theatres” of radio programmes and podcasts, television networks and online video channels such as News24 and YouTube.

When my sister was at home she spent hours pacing up and down muttering words under her breath. Learning lines is, of course, a big chunk of the actor’s craft. But actually learning lines verbatim, committing a script to memory, is one of the worst ways of rehearsing for a media interview. So what’s the best way to prepare for a media interview? Here’s my six step rehearsal guide.

  1. Distil your key messages from the subject matter. Stick to three or four and try to condense them down to bullet points. Underline the functional word (or words) in each bullet point . Divide a blank screen or sheet of paper into three columns and write these functional words (the essence of your key messages) in the left hand column.
  2. Add up to three carefully selected facts and figures per key message to column two. These facts and figures provide the evidence and speak to the rational part of the the audience – their minds, if you will.
  3. But we’re emotional creatures too. So to engage the audience’s hearts as well as their minds, think of a story or two (they don’t need to be very detailed) to help illustrate your key messages and jot these down in column three. At ACM Training we call this a planning matrix which I’ll happily concede is a rather lofty way of describing a piece of paper with a few scribbles on it. But believe me it can work wonders and turn a fuzzy, unfocussed and unstructured interview into a masterpiece.
  4. Open up your smartphone stopwatch app or countdown timer and outloud (yes, really) practice putting the words on the matrix together into coherent sentences and paragraphs of approximately 30 seconds each. Each time you do this choose different components so you don’t, in effect, end up learning a fixed script but you become well versed at what’s called extemporising lots of different versions.
  5. Once you’ve got the hang of this bit anticipate the questions you might be asked. If you’re likely to be put on the back foot during the interview try especially to predict the hardest questions. For example, will you resign? Or, who’s the blame?
  6. Then practice dealing with these questions and moving on to your key messages, facts, figures and stories. As before, try to bring your responses in around 30″ long. It’ll be harder because, short of ignoring the questions entirely (like some politicians), some of that time will inevitably be taken up dealing with the question leaving you less time to move on to what you want to talk about. Have a quick listen to this podcast on why a question and response instead of a question and answer approach is the best way of handling media interviews. When you feel comfortable delivering your key messages – illustrated and evidenced in a variety of ways – irrespective of the question and have got the feel for speaking to length then it’s showtime! Providing you don’t sound slippery or evasive and have struck the right tone. But those are other lessons for other posts.

Actors rehearse. So should interviewees. Remember you’re on a stage of sorts. And while you can’t see their faces the audience is potentially huge. So break a leg as they say in show-business.

Richard Uridge, media trainer

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Prince Andrew and that Newsnight interview.

Let me start by declaring an interest: I believe the monarchy should be abolished and that the UK won’t become a mature democracy unless and until it gets rid of the royals, although I appreciate the enormous sacrifice the queen has made in service of her country and would only make this long overdue constitutional change at the end of her reign.

So the republican part of me was pleased that prince Andrew made such a hash of his Newsnight interview with Emily Maitlis. But the media trainer in me was appalled that someone should perform so badly. Or as one royal watcher put it:

“I was expecting a train crash. That was a plane crashing into an oil tanker, causing a tsunami, triggering a nuclear explosion level bad.”

Charlie Proctor, Royal Central website editor.

The purpose of this post then is to help you avoid a similar nuclear explosion level bad interview should you find yourself in a bunker like the prince.

People with controversies swirling around them do interviews in an attempt to put the record straight and, in doing so, rescue their reputations. But if, as a result, records ends up wonkier and reputations more tattered, then saying nothing is probably the better option – the least said soonest mended approach as it were. It’s a tough call though, not least because you have to factor in not only what you say in response to the questions asked – the content – but how you say it – the tone. And you’ve got to get both right. Plenty of innocent interviewees have been found guilty in the court of public opinion not on factual but on tonal grounds. I should add at this point that although Andrew is being judged on both counts I’m going to limit my comments here to matters of tone because none of us (him and his alleged victim aside) has any way of telling his absolute guilt or innocence.

Being tonally correct means saying you’re sorry even though you may think you have nothing to apologise for. Being tonally correct means conceding some ground. And it means showing compassion.

Show some compassion

It might not have got him off the rap entirely, but imagine how much better it would’ve been had Andrew felt able to acknowledge right at the start of the interview that he appreciated his discomfort was nothing compared to the pain and suffering felt by the victims of sexual abuse. That he couldn’t begin to imagine how awful that would be. That by speaking he wasn’t in any way, shape or form trying to belittle or undermine those who’d experienced it.

And being truly compassionate extends beyond victims to perpetrators. So Andrew should next have nodded to the anguish that led his friend, Jeffrey Epstein, to take his own life and to the grief felt by the financier’s close friends and family.

Concede some ground

When you’re under attack defending every inch of ground seems instinctively like the right thing to do. It rarely is. In military metaphors and media interviews if the ground you’re on is dodgy then pull back to safer ground. To a position that is easier to defend. And concede it voluntarily. Don’t be forced to retreat. Because otherwise there’ll be casualties. A bloodied reputation. What Andrew should have said more plainly than he did, is something like this:

“I was a poor judge of character. With hindsight I was wrong to count on him as a friend. Again with hindsight, I was wrong to see him (as we often see our friends however badly chosen) through rose-tinted spectacles. And out of misguided loyalty I was wrong not to have ended that friendship much sooner.”

Note the number of wrongs in the preceding paragraph. I accept, of course, that three wrongs don’t make a proverbial right. But repeating a point at least that many times reinforces it and prepares the ground tonally for the next step…

Say sorry

Now because you’ve conceded you were wrong, wrong, wrong you can say you’re sorry, sorry, sorry reinforcing that point in a similar fashion. You’re sorry that while you personally saw nothing untoward, the hugely disturbing fact remains Epstein abused girls and young women. You’re sorry that you were such a poor judge of character (whilst adding that abusers go to great lengths to hide their behaviour from those around them). You’re sorry that you didn’t end the friendship sooner. Sorry that by association the royal family has been tarnished. Sorry, especially, that your own daughters have been affected. Sorry that you haven’t on this occasion upheld the extremely high standards demanded of royals.

Incidentally, you should never ask for pity – certainly not explicitly. Show pity for others and others, if they think you deserve it, will show pity for you. Pity has to be earned. And while we’re on the subject of pity, in crisis communications (and this certainly qualifies as that) pity is one of the three Ps. The other two are praise and promise. So Andrew might also have added his praise for the hard work and diligence of those investigating Epstein’s crimes and promised to do all he can to assist those inquiries. Which begs a follow up question (and did from Emily Maitlis): so you’d be happy to travel to the US and speak to the FBI if necessary? To which there is but one short response: “Yes, of course. I want to help and I have nothing to hide.”

Unless you do. In which case you’ve got to be a great liar. Hope there’s no smoking gun. Or exercise your right to remain silent. Which brings us right back to where we started and the decision to do the interview in the first place. We’re led to believe Andrew’s spin doctor resigned after just a few weeks in the role because his advice to the prince was to take the fifth as the Americans might say.

So what would my advice have been? If I thought the prince could manage the interview process as I’ve outlined above and proved he could do it during some realistic rehearsals (with me playing the role of Maitlas) then I’d have told him to ask mum. If he couldn’t, then I’d have told him to keep mum. As it is, he didn’t seek my help and, like I said, I’m a republican so there’ll be two heads on pikes outside Buckingham Palace: mine and his. My Aunty Dee always said I looked a bit like him and we’re about the same age. So if you’re passing I’ll be the one mouthing Two Princes by the Spin Doctors.

I ain’t got no future or a family tree
But I know what a prince and lover ought to be

The Spin Doctors – Two Princes

Richard Uridge facilitates ACM Training’s media and communications workshops.