![]() ![]() Neither of Ryan’s statements addressed that issue. In other words, the viewer thought better of Ryan because of his public willingness to take a pay cut, but the viewer didn’t know that at the same time, he was getting the salary of two Late, Late researchers into his back pocket, nudge nudge, wink wink, mind you, I’m sayin’ nothin’. But it was secret and - by RTÉ’s own admission - betrayed the trust of the viewer. What nobody knew was that he was getting secret payments in each of five years that the rest of the staff weren’t getting. He talked about this publicly, indicating his willingness to take one for the team. Here’s the issue: Tubridy took a pay cut, along with other RTÉ staff and contractors. The inadequacy of the first statement was speedily underlined by the issuance of a second statement, which was an improvement (in style) that made things worse. Until you have your content ducks in a row, until you have worked out every implication of every aspect of whatever it is that you’re accused of, no statement should issue.īut even though Tubridy has seen countless examples of the premature statement biting its issuer in the ass like the dingo on the Australian beach, off he went and issued a statement. Just as bleeding tends to be an immediate consequence of a stabbing, the immediate consequence of controversy is the imperative to put out a statement. That nearly always happens to the unprepared in a crisis. It effectively proposed that the controversy had nothing to do with Tubridy, who was just an innocent bystander into whose bank account chunks of currency landed, unnoticed and unexplained. It was issued too quickly and had an aggressive tonal commonality with Noel Kelly’s almost simultaneous statement. Ryan Tubridy’s communication since this scandal broke has been pocked with ill-judged actions, starting with the timing of his first statement. The second is a failure to acknowledge one’s own limitations. The first is a failure to address corporate risk. 2) That people working in media rarely understand media. 1) That boards/top management in public service Ireland rarely take crisis management training. True.īut the guy in the cardi personifies a couple of wider truths. ![]() It is at this point that the fairminded reader will go “Ah, here, the guy in the cardi isn’t used to television. Interviewees should stay on their own side of the net and concentrate on what they’re there for. In the studio, McCullough’s the boss, and it’s inappropriately arrogant for an interviewee to be approving particular questions he’s asking. ![]() He twirled in his chair like a dreidel while delivering weirdly affirming you’re-doing-well murmurs throughout several of McCullough’s queries, which inevitably suggested a relative positioning of him and McCullough as boss and subordinate, which may be corporately accurate, but doesn’t apply in the studio. At the end of any appearance, you should judge your performance not on how “punchy” you were, but on proven delivery of what you know the audience needs. It’s not just that you have rights in a TV studio. You further should set out to prepare to add to their information level and confirm or change their attitude. The person at home watching is the priority, and you have a duty - particularly if you are a public servant - to work out in advance how much the viewer at home knows and what they feel about the issue you’re on to address. The interviewer is a conduit, not a companion, a pipeline, not a pal. It is based on an appreciation of the key relationship implicit in any interview. That first-name advice is not a trick or a tip. ![]()
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