Beneath the surface: dealing with whale-size problems in media interviews

In a recent media training, someone asked whether acknowledging the "elephant in the room” could help prevent a media escalation. It's a million-dollar question I'll dive in here, building on the "No News is Not Good News” blog.

Whales beneath the ice

Think of a media interview as an iceberg. Questions asked are just the tip. What’s really on the journalist’s mind – and where they are going with the story – is beneath the surface. Let’s call these hidden issues “whales” to keep with the nautical theme. These could be anything from systemic safety concerns to integrity lapses or data privacy breaches. While everyone can see an “elephant in the room,” a whale stays out of sight. A fountain of water may hint it’s there, but you never know when it will breach. In other words, it’s anyone’s guess whether the issue is going to blow up. The good news? Spokespeople prepared to deal with whales can get much better at building trust.

Don’t ignore the whale

Pretending there’s no whale is never a good idea. Denial can be costly. The first rule of proactive crisis management: acknowledge the problem. Discuss it openly within the leadership team. Ideally, someone should play a devil’s advocate to counter the all-too-human tendency to shy away from uncomfortable truths. What’s the real problem? How can it be addressed with integrity? In my experience, spokespeople fall into two camps: those empowered to tackle the core of the problem and those restricted to delivering pre-crafted messages. The direction often comes from lawyers focused on limiting legal exposure rather than maintaining trust. The strongest communicators champion a culture of transparency, where organizations respond to crises by encouraging open dialogue – not shutting it down.

Surfacing whale-sized problems

Whether a whale breaches or not, spokespeople should have a strategy to deal with it. Let’s look at these three scenarios:

Let sleeping whales lie

In this approach, issues aren’t proactively addressed. It may seem safe if the whale stays hidden, but it’s not without risk. If a journalist or regulator surfaces the issue, the organization is on the defensive. A prime example is Boeing's handling of the 737 MAX crisis. The company initially downplayed safety concerns about the Maneuvering Characteristics Augmentation System (MCAS), attributing crashes to pilot error. When the truth about the faulty flight control system came to light, the company suffered immense reputational damage and regulatory scrutiny.

Raise the whale when you see the fountain

In this strategy, the organization takes control by addressing the issue when potential exposure seems likely. From a trust-building perspective, it gives the spokesperson the upper hand. At the International Association of Business Communicators (IABC) World Conference n Chicago, former United Airlines CEO Oscar Munoz brought up the “re-accommodate the passenger” incident before the audience asked about it. Confronting the issue head-on earns credibility points. Of course, interpreting signals can be tricky – a fountain is no guarantee of a tail-splash.

Get ahead of the whale no matter what

This truly proactive strategy involves tackling the issue head-on – whether it blows up or not. Shaping the narrative on their terms, organizations can show courage, candor and commitment to positive change. The strongest spokespeople turn adversity into opportunity by aligning their response with organizational values. This approach can be smart risk management. Tech leaders like Microsoft and Apple took proactive stances on privacy concerns, framing data security as a core company value before regulatory pressures ramped up.

Find your safe harbour

A well-structured messaging strategy is your safe harbor in any scenario. While facts are crucial, media storytelling often hinges on memorable sound bites. My favourite example is Ronald Reagan’s famous call to “tear down this wall” during the Cold War. Even when specifics are uncertain or confidential, there’s usually something spokespeople can say – for example, about the organization’s values, commitments and future hopes. Above all, tone matters. As Theodore Roosevelt famously said: “When the news is bad, people don’t care how much you know until they know how much you care.” Here’s how to navigate a crisis narrative:

• Anchor your message in what matters to your audience.

• Connect your response to positive action.

• Test it against the organization’s values.

• Set clear boundaries around what can and can’t be discussed.

• Go beyond bridging to your messages – build bridges of understanding with your audience.

Navigating questions out of the blue

Under-resourced newsrooms mean less investigative reporting and fewer ambushes – unless you’re a high-profile politician in a crisis. Still, tough questions are asked, and skilled journalists go straight for the “whale.” To be ready for all scenarios, try this "steer the waves” technique. At the top of the page, write your anchor message – the core point you want to drive home. On the left, list the most likely and potentially most damaging scenarios. Thes can be compared to small and big waves. On the right, add your safe-harbour messages. In the middle, put bridging phrases like, “Here’s what your readers might want to know.” They are your paddles to steer the interview toward safer ground.

Weathering the perfect storm

Some curveballs are tougher than others. Occasionally, you my face a “perfect storm.” If it looks unsurvivable, it’s wise to set boundaries and limit media exposure:

• Set a time limit for the interview in advance.

• Stick to the agreed-upon topics.

• Use bridging techniques to steer the interview to safer ground.

• If the interview veers off course, gracefully wrap it up.

• If there’s a risk of it turning into a ship wreck, opt for a prepared statement.  

Training to stay on course

Your first media interview should never be during a crisis. Navigating rough waters takes training and practice. The goal isn’t to become an unflappable spokesperson like a character from Thank You for Smoking, but to build confidence, comfort and control. Media training should be embedded in a proactive crisis management framework.  Here are some tips:

• Role-play tough interviews with a colleague acting as a cynical journalist.

• Avoid repeating negative language – it can easily become a headline.

• Manage physical signs of stress, such as excessive blinking or nodding.

• Maintain a welcoming tone, even when questions are hard-hitting.

• Reframe curveballs around your organization’s mission, values and positive actions.

Effective media training isn’t about surface-level optics. It’s about equipping communicators with the tools and confidence to go beyond message delivery, confront what truly matters and earn trust – even if it means diving below the ice.

NBAU helps organizations build resilience before, during and after adverse events with a unique crisis planning and training model that broadens the understanding of crises and enables positive action in an uncertain world. Our media training programs equip participants with the tools and confidence to tell their story across a variety of scenarios. They are a safe space where spokespeople reflect on their experiences, explore different messaging and interviewing techniques, challenge themselves and elevate their impact. Blending practical and theoretical training, practical exercises, interview simulations, personalized feedback and playback, training programs empower communicators to navigate any interview with confidence, comfort and control. Ready to start your media training journey? Email nsmalyuk@nbau.ca.