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Getting your message across in a controversy

The other day I watched a company representative under the spotlight on a television current affairs show.

The journalist did a thorough job of attacking his company and product, and the spokesperson reacted quite predictably. When we are attacked in any situation, our first response is to defend. The problem is that defending always sounds defensive!

Last year a company which found itself embroiled in a controversy about a planned waste facility resorted to some advocacy advertising to get their side of the story told. Bold headlines, all in uppercase and capped off with an exclamation mark, screamed out of the newspaper at people eating their breakfast. You could almost hear the indignant corporate foot stomp taking place.

Even a simple advertisement in the paper can present as aggressive. (The waste facility has since been abandoned.)

Just like interpersonal communication, corporate communication can come across as aggressive, defensive or passive at times.

A message perceived as passive is not likely to have much impact - positive or negative. But one which is perceived as aggressive or defensive may have quite the wrong impact.

Most effective style

The most effective style of communication in a controversial situation, just as in working face-to-face with people, is an assertive style.

An assertive style shows strength, with empathy.

Any of our messages can be relayed in a defensive, aggressive, passive or assertive manner. We often spend a lot of time developing and refining our key messages in an issue campaign, but give little consideration to the contextual style. Yet this is often what ensures we are perceived positively rather than negatively.

A useful technique which I've developed, and which I present in some of my seminars, is the 'AEIOU framework'. It can help you be assertive about your message without creating barriers.

It works like this:

A = ACKNOWLEDGE
Begin by acknowledging the community fears and concerns which underlie the issue or controversy. (It goes without saying that you should understand clearly what they are.)

E = EXPLAIN
Briefly explain your perspective: what is being done? how do you know fears are unfounded? how can you be sure?

I = INSIST
Insist on your key message.

OU = OVER to U
Genuinely listen to reaction or comment and then repeat the process: Acknowledge, Explain, Insist and Over to U, yet again.

The AEIOU framework can be used for communications ranging from brief spoken statements and media interviews, to stakeholder meetings or long publications and campaigns.

Getting your message across in a controversy - part II

Above, I described my AEIOU framework for getting your message across assertively: Acknowledge community concerns, Explain your perspective or feelings, Insist on your message and Over to U as you listen to the other side.

You can use my AEIOU framework for brief spoken statements and media interviews, stakeholder meetings and even long publications and campaigns.

Order matters

However, the order of the steps AEIOU is important.

Acknowledging that you are aware of community fears or concerns is all that some people need to hear and they will trust you (and other parties or the powers-that-be) to sort things out. Different people, who expect more information, still want to know that you understand their concerns before they will listen to your explanation or your message. Therefore, acknowledging the concerns which exist should be the first point you address.

In fact, if you only have time for one component of the framework, this one, acknowledge concerns, is the important one. If you just give your message you run the risk of seeming arrogant or aggressive. If you just present your explanation, you will sound defensive.

If you only get to express your acknowledgement of community concerns, you will be perceived as empathetic and understanding, and usually, you will then be given the opportunity to explain and present your message.

For full effectiveness of the framework, though, don't neglect to hand "Over to U" and listen carefully to the other side of the story. Even when you've heard it all before a dozen times you need to listen and to be seen to be listening. Besides, you might even understand the other side better after listening once again.

The AEIOU Framework is a powerful tool. I hope it helps you to successfully negotiate some of the risks associated with getting your message across in a controversy.

© Kerrie Mullins-Gunst
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