What makes media interviews such a critical skill for CEOs?
For CEOs and senior executives, a media interview is not just another meeting. It is a public test of leadership. What you say, how you say it, and what you choose not to say will shape perceptions of your organisation for investors, employees, regulators, and the public.
Unlike internal meetings, media interviews happen in a compressed timeframe, under scrutiny, and often with questions designed to provoke. Without preparation, even the most capable CEO risks sounding defensive, evasive, or unfocused. With the right skills, however, interviews become opportunities to set the narrative, build authority, and influence trust.
Why do CEOs need specialised media interview training?
Many CEOs are skilled communicators in boardrooms or conferences. But media interviews are a different arena. The rules of engagement are unique:
- Journalists control the questions, not the CEO.
- Answers are often edited into 10–20 second soundbites.
- Non-verbal cues (tone, pauses, body language) carry as much weight as words.
- Mistakes are replayed endlessly, long after the interview ends
Specialised CEO media training helps leaders adapt their communication style to these realities. It ensures they can pivot back to messages, highlight priorities, and hook the audience’s attention — without sounding scripted.
What are bridging, flagging, and hooking in media interviews?
These three techniques form the core toolkit of effective media interviews:
- Bridging: Moving from a journalist’s question to your message.
- Flagging: Emphasising the most important point so it is remembered.
- Hooking: Creating curiosity so the journalist invites you to expand
Together, they help CEOs stay on-message while still sounding authentic and responsive. Used well, they allow an executive to control the interview’s focus without controlling the journalist.
How does bridging work, and what scripts can CEOs use?
Bridging is the art of acknowledging the question and then moving to your key message. It avoids the trap of saying “no comment” or ignoring the journalist.
Bridging scripts CEOs can use:
- “That’s one perspective. What’s important for stakeholders to know is…“
- “I understand the concern. The key issue here is…”
- “That’s a fair question. What we’re focused on is…”
Example (Government CEO):
Q: “Why did the department delay releasing the report?”
A: “It’s true the timeline was extended. What’s important is that the report is thorough, accurate, and gives the public confidence in the findings.”
Example (Corporate CEO):
Q: “Will customers get refunds?”
A: “Some customers will, yes. But what matters most is that we’ve fixed the issue and introduced safeguards so it doesn’t happen again.”
Bridging ensures the CEO answers without getting stuck.
How can flagging ensure your main point is remembered?
Flagging is a deliberate way to signal priority. It tells the journalist and audience, “Listen to this part.”
Flagging scripts:
“The most important point is…”
“If there’s one thing to take away, it’s…”
“What matters most here is…”
Example (NFP CEO):
Q: “How much will this campaign cost donors?”
A: “That’s a reasonable question. The most important point is that 95% of donations go directly to frontline services.”
By flagging, you shape what becomes the headline or soundbite.
What role does hooking play in media interviews?
Hooking tempts the journalist to ask a follow-up that leads back to your message. It’s a subtle invitation rather than a forced pivot.
Hooking scripts:
“There’s a bigger issue here that often gets overlooked…”
“What we’ve seen from the latest data is fascinating…”
“This connects directly to a challenge many leaders face…”
Example (Corporate CEO):
Q: “How will this product compete globally?”
A: “That’s one angle. What’s fascinating is how this innovation positions Australia as a leader in sustainability — and that’s something investors care about.”
If delivered confidently, the journalist often follows the hook, giving the CEO space to expand.
What common mistakes do CEOs make in media interviews?
Even experienced leaders fall into traps, such as:
- Over-explaining: Forgetting that TV and radio clips are seconds, not minutes.
- Dodging too obviously: Failing to acknowledge questions before bridging.
- Using jargon: Sounding technical or evasive instead of plainspoken.
- Becoming defensive: Letting tone suggest irritation or loss of control.
- Winging it: Believing natural ability replaces preparation.
Each mistake erodes credibility. Media interview techniques are about discipline, not performance.
How do body language and tone influence outcomes?
Words matter, but delivery can make or break an interview.
Body language: Maintain open posture, eye contact, and calm gestures. Avoid crossing arms or appearing rigid.
Tone: Speak with measured confidence. Avoid sounding angry, dismissive, or flustered.
Pacing: Keep answers short but not rushed. A pause shows control, not weakness.
Research from the Australian Institute of Company Directors highlights that public trust in leaders has declined sharply, with the Edelman Trust Barometer showing falling confidence in both business executives and employers. The findings emphasise that trust today is tied not only to what leaders say, but how credibly and empathetically they communicate under scrutiny. In practice, a steady tone of voice and visible calm can reassure stakeholders even when answers are complex.
How should CEOs prepare strategically for interviews?
Preparation is more than memorising talking points. CEOs should:
- Rehearse bridging, flagging, and hooking until they feel natural.
- Anticipate tough questions (financial results, governance issues, crises).
- Develop three core messages that align with organisational strategy.
- Run practice interviews on camera to review tone and body language.
- Debrief with advisors to refine answers after each real interview.
Strategic preparation means CEOs arrive not with scripts, but with confidence and flexibility.
Can media interview skills actually influence organisational outcomes?
Yes — interviews ripple beyond the immediate audience. A confident CEO interview can:
- Stabilise share price after a crisis.
- Reassure staff during uncertainty.
- Strengthen donor and community trust in a not-for-profit.
- Build credibility with regulators and policymakers.
Conversely, a poor interview can spark reputational crises that last months. Numerous case studies, such as those in “CEO Media Blunders” from Success in Media, show how one ill-prepared remark can haunt permission, stock value, or public confidence long after the lights go out.
How do CEOs practise these skills in real-world scenarios?
Scenario practice builds muscle memory:
- Crisis simulation: CEO faces hostile journalist questions about a breach. Goal: bridge to values, flag accountability, hook towards solutions.
- Positive announcement: CEO launches a new initiative. Goal: hook curiosity to secure follow-up coverage.
- Policy scrutiny: NFP or government leader faces accountability interview. Goal: flag the single most important message to sustain trust.
Practice ensures leaders are not rehearsing for the first time in front of a live camera.
What should boards and communications teams know?
Boards often underestimate the importance of CEO media performance. They focus on financial governance but neglect communication governance. A CEO unprepared for a hostile interview can undo years of strategy in five minutes.
Communications teams should:
- Align media messages with organisational strategy.
- Coach leaders on bridging, flagging, hooking.
- Ensure spokesperson roles are identified beyond the CEO (e.g., CFO, Chair, operational experts).
Strategic media preparation is not optional; it’s part of leadership accountability.
What’s the long-term benefit of mastering media interview skills?
For CEOs, mastery of media interviews delivers three enduring advantages:
1. Control of narrative: Journalists may ask the questions, but skilled CEOs still land the answers they want heard.
2. Confidence under scrutiny: Leaders become calmer, sharper, and more persuasive in any high-stakes communication.
3. Trust and reputation: Consistent clarity builds a reputation that outlasts single events.
Media interviews stop being threats and become platforms for influence.
Frequently Asked Questions
Can bridging, flagging, and hooking sound too rehearsed?
Yes, if overused. The key is to practise until they feel natural and conversational.
Are these techniques only for negative interviews?
No. They work just as well for positive stories, product launches, or policy announcements.
Do all CEOs need media training?
Yes. Natural communicators still need to adapt to the speed and scrutiny of modern media.
What’s the difference between CEO media training and general presentation skills?
CEO media training is designed for unpredictable, high-pressure, edited environments where the communicator does not control the agenda.
Final Word
Media interviews are not tests of charm – they are tests of discipline, clarity, and leadership presence. For CEOs, the ability to bridge, flag, and hook under pressure is not simply a communication skill. It is a strategic necessity for protecting reputation, influencing stakeholders, and sustaining trust.
