Let's continue our overview on handling the media. This time, we will discuss how to deal with reporters.

How to End an Interview

It is important to keep control at all times during a crisis. Control includes determining not just where and when to hold interviews, but when to end them. The key to ending an interview is to be polite but firm, and to give a reason why you must leave.

Example: "That's really all the information I have right now, ladies and gentlemen. Someone from the main office is on the way here. But my crew is waiting for me and we've got an awful lot of work to do. So if you'll excuse me, I have to go."

Then leave.

A word of caution: Walking away from an interview feels as awkward as hanging up on a telephone call. But it doesn't look awkward, especially if you have already provided the important information and have given a reason why you must leave.

In any case, do not remain in the interview after you have given the primary information. If you do, your chances of getting into trouble will escalate considerably.

How to Decline an Interview

You can decline an interview if you do it right. Be polite and diplomatic to reporters. Above all, try to avoid giving the impression that you are frightened or that you have something to hide.

Give a plausible reason why you cannot do the interview. Some examples:

• "I don't know anything yet; I just got here and I need some time to gather information. In the meantime you might want to talk to the sheriff's people."
• "I'm really not the one you should talk to; [Name, title and phone number] can give you what you need."
• "We're really snowed under right now and I just don't have time to stop. Why don't you talk to [law enforcement] about that?"
• "I appreciate your asking me for an interview, but all interview requests have to go through Public Affairs. I'm sure they'll be able to give you all the information you need."

Then leave. Especially if you have told the reporters that you are busy, you had better stay busy. Do not let reporters catch you relaxing under a tree.

Conclusion

Next week, in Part 3 of this series, we will provide insight into the nature of reporters and explain how to conduct yourself before, during and after the actual interview.

MEDIA RELATIONS CASE STUDY

Johnson & Johnson & the Tylenol Murders

By Catherine Jones

In business schools across the continent, when professors talk about skills in handling the media during a crisis they usually cite the incident that defined the art of media relations - the Tylenol murders case.

In 1982, McNeil Consumer & Specialty Pharmaceuticals, a subsidiary of Johnson & Johnson, faced an unprecedented corporate nightmare. Somebody tampered with its best known and most profitable product, extra-strength Tylenol. Cyanide tablets were added to bottles of Tylenol. Seven Chicago residents died of poisoning as a result.

Johnson & Johnson's response was a text book example of what a company should do in such circumstances. The company:

• Opened its doors to the media;
• Suspended all advertising of Tylenol;
• Sent notices to doctors, hospitals and distributors advising them not to use the product;
• Recalled the lot of 93,000 bottles of extra-strength Tylenol in the region where the poisoning occurred;
• When a copycat poisoning occurred in California five days later, the company recalled all of its extra-strength Tylenol capsules - 31 million bottles;
• Offered a $100,000 reward for capturing the person behind the tampering;
• Advertised its promise to exchange capsules for tablets;
• Repackaged its product, setting a new standard in tamper-resistant packaging.

All this at a cost of $100 million.

In February 1986, the nightmare returned. A New York woman died after taking poisoned capsules of extra-strength Tylenol. Johnson & Johnson ceased production and offered to replace all unused products with new caplets. This cost the company approximately $150 million.

James Burke, then Chairman of Johnson & Johnson, was applauded by many, including President Reagan, for the caring and integrity shown by the company during the crisis. The company pointed to its credo written in 1943 by General (Robert Wood) Johnson as being the guiding force behind its decisions. The credo ranks its responsibilities as:

• First to the people who use its products
• Second to its employees
• Third to the community and environment
• Fourth to its stockholders.

No one was ever convicted for the deaths or for product-tampering. But Johnson & Johnson's commitment to its credo not only maintained its reputation, it likely prevented further deaths.

THIS DATE IN HISTORY

Mt. Kilauea: One of the most active volcanoes on earth.

November 29, 1975

An earthquake measuring 7.2 on the Richter Scale occurs on the south flank of Mt. Kilauea, Hawaii, causing a tsunami that kills two people.

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