By JESSICA ANDERSON
In October 2024, I attended an annual meeting of Jewish Community Security Directors from across the US. I wrote about the event in a previous column and promised to write later about a few of the topics we covered. One of the best speakers we heard was Ari Fleisher, the former White House Press Secretary under President George W. Bush. Fleisher now runs a communications firm specializing in media management, strategy, advice, and training. Fleisher provided advice on handling the media following a critical incident, and I’d like to share his advice and some other best practices with you. 
Incidents will happen – we can’t know when or how, but any preparation you can undertake beforehand will set you up for more successful management. Truth, preparation, messaging, and discipline are the foundation of a successful media response. 
Firstly, you should appoint a designated spokesperson to handle all media inquiries. This ensures consistent messaging, prevents mixed signals, and reduces confusion. Ideally, this person should be trained in media relations and crisis communication. It might be important for leadership to message to staff and their congregation/community that any sharing of information, posting on social media, or speaking to journalists is not helpful. We’ve seen this happen in situations, and things get complicated fast. 
TRUTH – The first obligation is to tell the truth as you know it at the time you’re saying it; if you say anything wrong or incorrect, you’ll undermine your credibility, even if you don’t mean to. If mistakes are made or there are gaps in the information, acknowledge it. Trying to hide facts or downplay the severity of the situation can erode trust. Transparency is the key to maintaining credibility and avoiding media backlash. If a journalist says something inaccurate, be quick with the correct information and address misinformation quickly and diligently. Stick to what you know and avoid speculating about unknown details or making promises you can’t keep. If you don’t know something, it’s okay to say, “We don’t have that information at this time, but we’re working to get it.” Being cautious about what you share can prevent future corrections or contradictions.
You may need to start by simply acknowledging the incident quickly and then follow up later with more detailed information as you gather the facts. A holding statement can be useful if you’re still gathering details.
PREPARATION – Ensure all the involved parties are coordinating in between news conferences. Make sure everyone gets together before a press conference to know what the facts are and what everyone is going to say.  Develop key talking points or a press release that addresses the incident clearly and concisely. When media appearances go poorly, everyone looks bad. Take time to know the press people beforehand – having these relationships already established can help smooth over issues. 
During this process, it can help to think like a reporter. Plan ahead by conceiving all the hard, difficult questions you might encounter. Try to get a sense of what’s on their minds and what the predictable questions will be. You should anticipate the easy ones and be able to knock those answers out of the park. If the reporters ask you a process question, describe all the steps you’re taking to get to a conclusion and explain why you can’t answer at this time. Something like: “That’s a great question. We’re working to get the answer, and this is what we’re doing to get that answer...” Another approach is to explain why you can’t... “This is why I’m not going to answer that question...” 
MESSAGING – Think about the headline you would put on your news conference and drive that message. The first words out of your mouth should be what your message is – give them the headline you want them to lead with. People often think about all the nuances of a situation, but it’s not helpful to get lost in trying to articulate all of them. “We pledge to get to the bottom” or “It’s too soon to get answers” are short phrases that can be easily repeated.
Continue to monitor media coverage. Keep track of what the media is reporting in real-time. This allows you to correct misinformation quickly or provide additional context if needed. Social media monitoring is especially crucial, as misinformation can spread rapidly there. 
Keep the media updated on developments, particularly when new facts emerge. Offer interviews and press releases to clarify the situation, but always with a strategy for how you want the story framed.
Plan to provide proactive updates through official channels (website, social media, etc.) to guide the conversation and shape the narrative, especially before the media has a chance to spin the story. Ensure that future communications align with earlier statements to maintain consistency.
DISCIPLINE - In high-pressure situations, it’s important to remain calm, even if the media is pushing for more details or creating sensational narratives. Keep your tone professional and avoid getting defensive or emotional, no matter how the questions are framed. The only thing that matters is what comes out of your mouth. Discipline is being confident about what you’re going to say, knowing you’re not going to make a mistake, and knowing you’re not going to say something inaccurate. Ultimately, making a mistake is a discipline problem. 
If a reporter asks an inane question, answer the question you want to answer. If you need to dismiss a question, say, “That’s not what we’re here to talk about today,” then physically move your eye contact away from that person and indicate with your hands towards someone else to ask their question. This shuts that first person down and dismisses their energy. Also, think about how your face and body are moving; there’s a place for showing emotion when it is relevant and when it conveys the message you want.
By following these practices, organizations can not only manage media relations effectively during a crisis but also help mitigate damage and demonstrate responsibility.