INSIGHT
It’s oh so quiet
Why ‘no comment’ is still a comment
We’re all familiar with the term “when approached, X said ‘no comment’”, reported in news stories or broadcasts, and usually in the context of a contentious story or crisis. Although we also see “no comment” employed in even benign situations, in response to straightforward journalist requests.
(Worse, a Columbia Journalism Review study of news items in May 2014 found the phrase “did not respond to a request for comment” appeared 728 times. The same search ten years later produced 3,616 results – an almost 400% increase!)
We understand the instinct to shut a conversation down if it’s getting a little uncomfortable, or if you’re uncertain of facts, or indeed whether you’re able to share them at all. It would appear to be a neat, firm, and clear statement – or at least that’s how it might feel. In reality, it leaves the door open to interpretation, rarely flattering, often implying guilt and pulling up the drawbridge on any further dialogue, handing the narrative to someone else.
Media training 101 will tell you that ‘no comment’ should never be an option, whatever the circumstances. In fact, UK guidance from the CIPR puts ‘no comment’ at the top of its phrases to avoid in a crisis. The simple option? If you can’t comment, explain why.
The scenarios where you may feel compelled to press the ‘no comment’ button are myriad, from active, unfolding crises, to litigious claims against personnel, or simply not being briefed properly, then being caught on the hop by a journalist’s phone call.
The key is, don’t panic, be prepared where possible, and if not have fall-back responses that are cooperative, calm and factual. You don’t have to spill everything, but you should always say something.
Here are our practical tips for comms teams that work for a journalist’s call, a live interview or a pointed question at an event:
Prepare: List the questions you’d least like to be asked (be ruthless!) and agree on an honest answer to each. Then draft a holding statement ready for your most likely crisis.
Cooperate clearly. If a call catches you off guard, don’t panic – a simple “Let me get you accurate information. What’s your deadline?” is enough. Just remember to call back before the deadline!
Ask for detail. Find out what the story is about and who else they’re speaking to, so you have clear context and can answer properly.
Lead with what you can say. Start with the facts, what you’re doing about it, and who it affects. In a crisis scenario, always acknowledge concern before you explain.
Explain why, when you can’t say more. “We can’t discuss an individual employee, but here’s our process” is cooperative and clear.
Reiterate your key message. Answer the question honestly, then move to the key point you need to communicate: “The priority now is…”
Follow up and be reliable. Send any promised information and update when you know more.
And underscoring all of the above:
Never lie or guess – and we mean never! “I don’t know the answer to that yet, but let me find out and I’ll get back to you by XYZ.”
‘Off the record’ isn’t legally binding, so assume that anything you say could be printed.
Keep calm, and have compassion: if you’re panicked, it’ll show – and in a crisis, being human is relatable to everyone. You don’t need to have a cold, corporate head on.
Facing a comms crisis, or need help getting the team prepared? Get in touch for support ranging from response statements, crisis plan audits and everything in between: hello@morristate.co.uk
Image: Étienne-Maurice Falconet, Seated Cupid (L’Amour menaçant), 1757. Rijksmuseum, Amsterdam, on loan from the Mauritshuis.
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