What 25+ Years on Both Sides of the Microphone Has Taught Me as Canada’s Trusted Media Trainer
I’ve spent more than 25 years on both sides of the microphone. Before founding Solv Communications, I spent 15 years in television as a journalist and anchor.
I know what it feels like to sit across from a CEO, political leader or spokesperson with a camera running and a deadline approaching. I know how journalists think, how questions are developed and what can turn an interview into a compelling story.
For more than 25 years, I’ve also worked on the other side of the equation, helping organizations and leaders navigate media relations, crisis communications and reputation management.
That experience has taught me something important: When the media calls, it’s too late to start preparing the board.
A crisis can put a CEO or director in the spotlight very quickly
Most CEO’s and directors don't expect to become the face of a crisis.
But when an organization is facing allegations, leadership changes, financial challenges, a workplace issue or a major public controversy, reporters will look for people who can explain what happened and what the organization is doing about it.
That may mean the CEO or director. It may mean the board chair. When that call comes, the answer is not “I've never dealt with the media before” isn't a strategy.
What can put a board in the headlines?
Board members should be prepared for more than a traditional press conference. Today's modern media environment is fast, highly shareable and increasingly unpredictable.
A board may suddenly face questions about:
- A CEO or senior executive departure: Why did the person leave? Did the board lose confidence in them? Were there performance or conduct concerns?
- A workplace complaint or allegation: What did the board know? When did it know? Was an investigation conducted?
- Financial pressure: Is the organization financially stable? Are layoffs, program cuts or other changes coming?
- A controversial board decision: Why did the board make this decision? Who was consulted? Was the decision in the best interests of the organization?
- A data breach or cybersecurity incident: When did you know? What information was compromised? Could it have been prevented?
- A lawsuit or regulatory investigation: What is the organization's position? Will the board take action?
- A social media controversy: What does the board think about an employee, executive or director's public comments?
- An incident involving employees, members, customers or the public: What happened? Was the organization responsible? What is being done now?
- Governance concerns: Who was accountable? Were proper policies and procedures followed?
- A crisis that is already going viral: Why hasn't the organization responded? What took so long?
These situations can move from a reporter's phone call to a national conversation quickly. And once the story is public, you don't get to control every question or headline that follows.
You can’t control when the media calls. You can control how prepared your organization and its leaders are to respond.
Journalists Are Doing Their Job
One of the biggest misconceptions I encounter in media training is that a tough question means a reporter is being hostile.
It doesn’t. A tough question is often just a good journalist doing their job.
As a former journalist, I understand that reporters are trying to find the story. They will ask follow-up questions and may challenge an answer. They may ask about something you would rather not discuss. That's their job and your job as a board member is not to win the interview.
It is to communicate clearly, accurately and responsibly.
Preparation Isn't About Memorizing a Script
Good media training isn't about teaching directors to sound polished or giving them a list of canned answers. It's about helping them think clearly under pressure.
I teach leaders how to identify the question behind the question, stay within what they know, avoid speculation and bring the conversation back to what matters most.
We practise the uncomfortable questions on camera in realistic media drills, because those are the questions that tend to matter most.
And there is another important lesson from my years in journalism:
What you say isn't the only thing people hear.
Your tone, body language and facial gestures matter. Whether you appear defensive, dismissive, empathetic or accountable matters. In a crisis, people are often judging the organization's character as much as its response.
The 10 Rules Every Board Member Should Know Before Facing the Media
- Don't panic.
A media inquiry doesn't automatically mean there is a crisis. Slow down and pause. Understand what is being asked, the reporter's deadline and follow your organization's media protocol.
- Know your role.
Are you speaking as a director, board chair or authorized spokesperson? Don't accidentally speak beyond your authority or comment on operational matters that belong with management.
- Never speculate.
If you don't know, say so. Don't guess, fill silence or offer theories. Speculation can quickly become a headline and potentially create legal, reputational or governance concerns.
- Be very careful with “off the record.”
Don't assume a conversation is off the record simply because you say it is. If you don't want something publicly attributed to you, think carefully before saying it.
My rule? Assume anything you tell a journalist could potentially become part of the story.
- Don't repeat a damaging allegation unnecessarily.
A reporter may introduce a negative premise into a question. Repeating that allegation in your answer can amplify it. Instead, answer the question without reinforcing the negative framing.
- Lead with what matters.
Don't bury your most important message behand a long explanation. Know your key messages, lead with them and make them clear.
- Don't get defensive.
A challenging question isn't necessarily an attack. Stay calm and listen to the entire question. Then take a breath and answer the issue rather than reacting emotionally.
- Show empathy.
Facts matter but always remember that people matter most in any situation. Particularly during a crisis, acknowledging concern, uncertainty or the human impact of an issue can be just as important as explaining the facts.
- Don't contradict your organization.
If multiple leaders are speaking, consistency matters. Know the agreed-upon facts, messages and boundaries. If you're uncertain about what you can say, stop and consult the appropriate person.
- Remember: the interview doesn't end when the camera stops.
Your comments can be quoted online, clipped for social media, incorporated into another story or revisited months, even years, later.
Speak with the understanding that your audience is much larger than the journalist sitting across from you.
Before You Speak: The Board Member's Checklist
Before accepting a media interview, ask yourself:
- What is the reporter's name and outlet?
- What is the story about?
- What specifically do they want to ask me?
- What is their deadline?
- Am I the appropriate spokesperson?
- What do I know firsthand?
- What information is confidential?
- Have I spoken with the CEO, board chair or communications adviser?
- What are our three key messages?
- What questions are we likely to face?
- What should I not speculate about?
- Are there legal, privacy or regulatory considerations?
- What happens if the interview goes in an unexpected direction?
If you cannot confidently answer these questions, pause before you proceed.
What Journalists Wish Board Members Knew
After spending years in television news, I can tell you something that may surprise you. Reporters aren't looking for a perfect answer, they’re looking for a credible one.
Here are a few things I wish more leaders understood.
Silence doesn't necessarily make a story disappear.
If your organization doesn't respond, the story may still move forward, potentially without your perspective.
“No comment” can become part of the story.
Sometimes you genuinely cannot comment and that's understandable. But there may be a better way to explain why you can't comment while still communicating what you can say.
The first answer isn't always the last question.
Don't assume that answering one question means the interview is over. Follow-up questions are often where the real story emerges.
Reporters notice more than your words.
They notice tone, facial expressions, pauses, body language and whether you appear comfortable or evasive.
Your non-verbal communication can reinforce or undermine your message.
Saying too much can be as damaging as saying too little.
When people become nervous, they often fill the silence. That's when speculation, unnecessary details and comments made in the moment can create problems.
You are allowed to pause.
The journalist isn't your only audience.
This may be the most important point I’d like to make. When a board member gives an interview, they're not just speaking to a reporter. They're speaking to employees, customers, members, donors, investors, regulators, partners and the broader community.
And increasingly, they're speaking to an online audience that can encounter the interview completely out of context.
Media Training Is Reputation Protection
Boards spend significant time preparing for financial, legal, cybersecurity and operational risks.
Reputation risk deserves the same attention.
Your reputation is being built whether you are actively managing it or not. A single interview can be clipped, shared, reposted and discussed long after the original story disappears. That makes media training a governance issue.
Every board should know:
- Who speaks for the organization
- When the board chair becomes involved
- How directors should respond to media inquiries
- What information can be shared
- What should never be speculated about
- When legal and communications advisers should be involved
- How the board communicates consistently during a crisis
- What happens if a reporter approaches an individual director
- How the organization responds when a story is already gaining momentum online
The best time to prepare for a difficult media interview is before the difficult interview happens.
What 25+ Years on Both Sides of the Microphone Has Taught Me
My journalism career taught me how quickly a story develops. I learned that during my first years in television and especially while covering major stories where people were dealing with extraordinary circumstances.
My years in PR and crisis communications taught me how much organizations can influence the outcome. And my work in reputation management has taught me that trust can take years to build and only moments to damage.
I've worked with leaders across Canada on preparing them for sensitive issues, high-profile announcements and moments when the margin for error was very small.
I've also seen the other side: what happens when someone walks into an interview without understanding the questions they're likely to face.
The strongest media spokespeople aren't necessarily the people with the biggest titles. They're the people who can remain calm, communicate clearly, show empathy, understand their audience and stay grounded in the facts. That is leadership.
And that is why I don't believe media training is about teaching people how to “handle” reporters. It's about preparing leaders to communicate with clarity, credibility and humanity when trust is on the line.
Board Media Training FAQ
Does every board member need media training?
Not necessarily the same level of training. However, every director should understand the organization's media protocol and know what to do if approached by a journalist.
Board chairs and designated spokespeople should receive more comprehensive, hands-on training.
Should the board chair be the spokesperson?
Not automatically. The appropriate spokesperson depends on the issue, the organization's governance structure and the circumstances. What's important is deciding this before a crisis occurs.
What if a reporter contacts me directly as a director?
Don't feel pressured to answer immediately. Acknowledge the inquiry, find out what they're asking and follow your organization's media protocol.
Your communications and legal advisers can help determine who is best positioned to respond.
Should directors ever say “no comment”?
Sometimes there are legitimate reasons why information cannot be shared. But “no comment” can sound evasive and may leave a vacuum for others to fill.
Media training helps directors understand how to protect confidential or sensitive information while still communicating appropriately.
Can media training prevent a crisis?
No, media training cannot prevent a crisis from happening. What it can do is help ensure that when something does happen, your leaders are prepared to respond without making the situation worse.
How often should boards receive media training?
At minimum, I recommend training when a new board chair or designated spokesperson takes on the role, followed by periodic refreshers.
Crisis simulations and tabletop exercises can also help directors practise responding under pressure.
What does board media training with Solv Communications include?
At Solv, we combine real-world journalism experience with more than 25 years of PR, crisis communications and reputation management expertise.
Training can include simulated interviews, difficult-question drills, message development, crisis scenarios, on-camera practice, feedback on verbal and non-verbal communication, and guidance around board-specific media protocols.
The goal isn't to make every director sound like a spokesperson. The goal is to make sure your board is ready when the microphone comes to them.
Is Your Board Media-Ready?
You don't want your first media interview to happen in the middle of a crisis.
At Solv Communications, we help boards, CEOs and senior leaders prepare for the questions they hope they'll never have to answer, so they're ready when they do.
Whether you're preparing a new board chair, updating your crisis plan, strengthening your governance practices or simply want to know how your directors would perform under pressure, we can build a practical, realistic media-training program around your organization and its specific risks.
Because reputation isn't protected by a policy sitting in a binder. It's protected by people who know how to lead when the pressure is on.
Ready to prepare your board? Talk to Solv Communications about Board Media Training and Crisis Readiness.
Build the confidence before you need it. Protect the trust before it's tested.
