Written by Nicole Harris, CEO & Founder of Solv Communications
What should you do when a reporter calls unexpectedly?
For many executives, the first instinct is to answer immediately. I understand why. You recognize it’s a journalist calling and your heart rate goes up a little. You think, they must need an answer right now.
Here’s my advice after more than 25 years on both sides of the microphone:
Stop. Breathe. And don’t start answering questions yet. A reporter calling does not mean you have to conduct the interview immediately. In fact, one of the most important things I teach executives in media training is this: You are allowed to prepare.
As a former television reporter and anchor, I understand what is happening on the other side of that call. The journalist may be working against a deadline. They may already know something you don’t. They may have received a tip, a complaint, a document or information from another source.
That doesn’t mean you should panic, it means you should take time to prepare and get organized with the facts.
Step 1: Get the reporter’s name and outlet
Start simply by saying, “Thanks for reaching out. Can I get your name, outlet and contact information?”
You want to know who is calling and where the story may appear. It’s perfectly fine to also ask: “what is the story about?” and “what’s your deadline?”
That last question matters. A reporter saying, “I need this in the next 10 minutes” is very different from “I’m working on this for next week.”
Knowing the deadline helps your communications team determine how quickly you need to respond.
Step 2: Don’t feel pressured to answer immediately
This is where executives often make their biggest mistake. They think being helpful means answering right away. It doesn’t.
It’s perfectly fine to say: “I’d like to understand the questions and make sure I have the right information before we speak. Could you send me your questions by email?”
That is not avoiding the media, it’s preparing properly for the interview. And sometimes, preparation is the most responsible thing you can do for your organization.
Step 3: Find out exactly what the reporter wants
A vague media inquiry can create unnecessary anxiety.
Try to establish the basic facts:
- What is the story about?
- What prompted the inquiry?
- What specific questions does the reporter have?
- Who else are they speaking with?
- What is the deadline?
- Is this for print, television, radio, podcast or online?
- Will you be interviewed live or recorded?
You may not get every answer, but the more you understand about the interview, the better you can prepare.
Step 4: Alert your communications team
If you have an internal communications or PR team, do not go rogue. Forward the inquiry immediately. This is especially important if the subject involves a complaint, employee issue, legal matter, safety concern, customer issue or potential reputational risk.
Your communications team should quickly determine: What do we know? What don't we know? What can we confirm? What should we not discuss? Who is the right spokesperson?
And that last question is critical. The most senior person is not automatically the best spokesperson. The right spokesperson needs the appropriate knowledge, credibility, authority and communication skills for the issue.
Step 5: Build your message before building your answer
This is where good media training makes a difference. I tell executives to identify three key messages before an interview.
Not ten, just three. If the interview goes in an unexpected direction, those messages become your compass.
For example, if a company is responding to a service disruption, your messages might be:
- We understand the impact on customers.
- We are focused on resolving the issue.
- We will provide verified information as it becomes available.
You don't need to memorize those sentences. You need to understand the thinking behind them, because journalists rarely follow the script you prepared.
Step 6: Prepare for the questions you don't want to get
This is one of my favourite parts of media training. I will often play the journalist and ask the question an executive hope nobody will ask. Then I ask it again and again.
Not because I want to make them uncomfortable. Because pressure in a training room is much safer than pressure in front of a camera.
Think about:
- What is the hardest question they could ask?
- What fact would be most damaging if misunderstood?
- What criticism is likely to come up?
- What don't you know yet?
- What can you legally or ethically disclose?
- What would you never want to see as a headline?
Then prepare for those questions.
Step 7: Answer the question, then stop
This sounds obvious but it isn't. Executives often give a strong answer and then keep talking. I’ve experienced top leaders in their field fill the silence, add another example and offer additional context.
Suddenly, the best sentence in the answer isn't the one the executive intended to give.
I often tell clients:
“Don't answer the question you wish they had asked. Answer the question they actually asked.”
Then stop, a pause is not a failure and silence can be useful.
Step 8: Assume everything can become the headline
This has become even more important in the age of AI.
Your interview may be recorded, transcribed, clipped, summarized and redistributed almost instantly.
A 20-minute interview can become a 20-second video. Often times, one sentence can become a headline, and a headline can become an AI-generated summary. And that summary can become part of what people discover about your organization months later.
So, before you say something, ask yourself:
“Would I be comfortable seeing that sentence on the front page?” If the answer is no, rethink it.
Step 9: Never speculate
If you don't know, say so. If you need to verify something, verify it. If an investigation is underway, don't speculate about what it might find.
One of the most credible things a spokesperson can say is: “I don't have that information yet, and I don't want to speculate.”
That is very different from being evasive, it demonstrates sound judgment. And judgment is one of the most important qualities a spokesperson can bring to an interview.
Step 10: Follow up
If you promised information, provide it. If you said you would confirm a fact, confirm it.
If circumstances change, update the reporter. And remember: the relationship matters.
You don't have to agree with a journalist's story to be professional.
I've spent years working with reporters, and one lesson remains constant:
You can’t control the story. But you can control how you show up for it.
The 60-Second Rule When a Reporter Calls
If you remember nothing else, remember this:
- Stop. Don't immediately start answering.
- Identify. Get the reporter's name, outlet and contact information.
- Understand. Ask what the story is about and what they need.
- Deadline. Find out when they need a response.
- Notify. Alert your communications or PR team.
- Prepare. Identify your three key messages and the difficult questions.
- Respond. Be clear, accurate and human.
- Stop. Don't fill silence with unnecessary information.
That simple process can prevent a lot of unnecessary problems.
Frequently Asked Questions
Should I always call a reporter back?
No. But you should generally acknowledge a legitimate media inquiry promptly, particularly if the matter is time sensitive. Your communications team can determine who should respond and when.
Should I ask a reporter for their questions in advance?
Yes. It is reasonable to ask what the reporter is working on, what they would like to discuss and what their deadline is. A reporter may not provide every question in advance, but asking helps you understand the scope of the interview.
Can I say, “no comment”?
You can, but it is rarely the most helpful response. “No comment” can create a vacuum that others may fill. Whenever possible, explain what you can say, what you cannot discuss and why.
What if the reporter catches me completely off guard?
Don't panic. You can say: “I wasn't expecting the call, and I want to make sure I give you accurate information. Can I call you back shortly?”
Then contact your communications team and prepare.
Who should be the spokesperson?
Not necessarily the CEO, the right spokesperson depends on the issue. Consider knowledge, authority, credibility, communication ability and the level of accountability required.
What if I make a mistake during an interview?
Correct it as quickly as possible. If you realize afterward that you gave inaccurate information, tell your communications team and determine whether a correction or clarification is appropriate.
Do executives need media training if they rarely speak to reporters?
I would argue that those executives may need it even more. The biggest media mistake often happens when someone is least prepared because they don't expect the call.
You don't need to train for every possible interview, but you need to know what to do when the unexpected one arrives.
The Reporter Will Call. The Question Is Whether You'll Be Ready.
You cannot control when a journalist calls, you can’t control every question or the headline.
But you can control your preparation, your message, your delivery and your judgment. And in today's media environment, that matters more than ever.
As a former television journalist and anchor, I know what reporters are listening for. As a communications strategist and media trainer, I know what executives need to understand before they step in front of a microphone.
My media training is designed to prepare leaders for the questions they expect and the questions they don't.
We work through realistic interviews, difficult questions, message development, bridging techniques, soundbites, body language, crisis scenarios and the journalist's perspective.
No canned scripts, no robotic answers. Just practical preparation to help you think clearly, communicate with confidence and protect your credibility when the pressure is on.
Because the best time to learn what to do when a reporter call is before the reporter calls.
If you or your leadership team needs to be ready for the next interview, difficult question or unexpected media inquiry, let's talk.
About Nicole Harris
Nicole Harris is Founder and CEO of Solv Communications, a strategic communications, PR, reputation management and AI visibility firm. A former television journalist and anchor, Nicole brings more than 25 years of experience in journalism, communications, public relations, media training and reputation management. She has trained CEOs, executives, boards and organizational leaders to communicate clearly, credibly and confidently when the stakes are high.
Her work combines the journalist's perspective with the strategic discipline of communications and reputation management and AI, helping leaders understand not just what to say, but how their words may be heard, reported, amplified and remembered.
