How to Expertly Respond as a Leader to Hard Media Questions
It's easy to feel defensive when difficult questions come our way over errors, real or perceived, and it's extra uncomfortable when those questions are coming from the media.
Many people come up short or fail in these types of situations. Some leaders though, stand out because they choose to keep their composure, understand the opportunity in front of them and then reply transparently, humbly and honestly.
We tend to so often read or hear about leaders who fail that it's important to highlight the leaders who "get it" and respond with next-level expertise, competence and skill.
Kirsten A. Lynch, CEO at Vail Resorts CEO is an example of what I'm talking about.
To show you what I mean, I'm going to briefly analyze her Q&A interview with reporter John Meyer in the Denver Post. Observe and notice how Lynch handles two questions, I contest, with aplomb.
Meyer: In retrospect, could more have been done going into last season to address your labor shortage?
Lynch: I think we have to 'own' that (SHE PUBLICLY ACCEPTS FULL RESPONSIBILITY).
Last year was a very unique dynamic for everyone. We still have to 'own' that we did not take enough action to address it (REITERATES THE RESPONSIBILITY and the ORGANIZATIONAL LEADERSHIP ERRORS).
Our company took up wages in July of last year, leading into the season, and it wasn’t enough (AGAIN, HUMILITY AND RESPONSIBILITY). We should have done more (CONSISTENT HUMILITY and REGRET).
Coming out of that December-January time period, what was crystal clear to me was that more had to be done.
The key for me is, we’re always going to have challenges. We are constantly willing to listen, learn and change (BY WHAT SHE SAID EARLIER, THIS DOESN'T SOUND LIKE AN INSINCERE PROMISE OR COMMITMENT).
We have to adapt (This shows SELF AWARENESS and business and personal CHARACTER).
Meyer: How did all the criticism you received last year affect you personally?
Lynch: There’s two things. One is, it’s real. It’s valid. (NOTICE: NO DEFENSIVENESS) Any way any of our guests felt during that time period, it’s valid if they were frustrated (EMPATHY and ACKNOWLEDGEMENT of the ORGANIZATION'S ERRORS).
Our whole existence is to create a guest experience, so if our guests did not have a good experience, we have to take that seriously (SOCIAL AWARENESS and EMPATHY).
Second is, I take it as feedback (LEADERSHIP HUMILITY). I’m constantly looking at what is the experience of our guests, of our employees, and what actions we need to take to address it (AGAIN, WITH WHAT WAS SAID EARLIER, THIS DOESN'T COME ACROSS AS INSINCERE).
Coming out of that Christmas time period in January, we immediately started talking about action: 'What do we need to do differently?' (WHAT A HUMBLE and WISE QUESTION). That’s why we announced (increasing wages) so early, in March. I felt like it was really important for our guests to see we heard them, and for our employees to see we heard them (EMPATHY AND MORE SO, COMPASSION).
This is simple smart leadership behavior and communication yet as humans we often make the simple, difficult. The executives who conduct themselves in this manner, as Lynch did, stand out. She wasn't evasive or defensive. She didn't put spin on her answers. She didn't get combative with the reporter. Lynch fielded the uncomfortable questions and answered them in a way that exhibited credibility and showed she can be trusted.
She represented her organization impressively.
Michael Toebe is the founder and specialist at Reputation Quality, serving and helping successful individuals and organizations further build -- and protect, restore and reconstruct reputation as an "asset."
Phone: 316-226-4071 Email: Michael.Toebe@Reputation-Quality.com
