Media Interview Preparation
A media interview after a racing incident can shape the entire narrative. Done well, it builds trust. Done poorly, it fuels doubt.
This module helps spokespeople respond with clarity, credibility, and control – especially under pressure.
Your Preparation Plan
Before the Interview: Set the stage
Strong interviews start before the camera rolls.
From knowing your audience to setting the right tone, careful preparation helps you stay in control and avoid common pitfalls.
Understand your audience
Clarify your objective
Choose your setting wisely
Prepare your key messages
During the interview: Stay in control
Once the interview begins, clarity and composure are key.
Stick to your messages, use bridging techniques when needed, and avoid saying more than you should under pressure. Remember your body language also speaks very loudly.
Record the interview
Keep it concise
It’s not just what you say
Message, stat and story
Speak like a human, not a headline
Pro Tip
Use real people and real stories
Sometimes the most powerful thing a leader can do in an interview isn’t quoting policy, it’s telling a real story about the people on the ground.
For example, instead of launching into a list of welfare procedures, a trainer might say:
“If you want to understand how seriously we take horse welfare, let me tell you about one of our grooms. Last week, she noticed a horse shifting around awkwardly. She sat with him outside his box for hours monitoring him, just to make sure he wasn’t colicking. That horse ended up being fine – but that’s the professional care given to racehorses, and it doesn’t make the headlines.”
During the interview: Use bridging phrases
Bridging protects you from being drawn into hypotheticals or distractions that pull you away from your core message.
Media interviews don’t always go where you want them to. You might be asked something speculative, premature, misleading, or completely off-topic. Bridging allows you to take back control by acknowledging the question, then steering the conversation to what the public actually needs to hear.
Bridging follows a simple three-step formula:
Step 1: Acknowledge the question (so you don’t seem evasive)
Step 2: Redirect with purpose
Step 3: Lead into to a message that matters
Bridging is most effective when delivered naturally, without sounding scripted or defensive. You don’t have to reject the question, you just don’t have to stay stuck in it.
Example bridges
Redirect the frame
Bridge: “That’s one view, but what’s important to understand is…”
Example: “That’s one view, but what’s important to understand is how our veterinary team monitors horses before and after every race, this extensive process includes…”
Avoid speculation
Bridge: “I don’t want to speculate, but what we do know is…”
Example: “I don’t want to speculate on that outcome, but what we do know is the horse was attended to within seconds…”
Limited information
Bridge: “We’re still getting details, but I can tell you…”
Example: “We’re still getting details, but here’s what we do know: the track underwent inspection this morning and met all safety standards…”
Defer appropriately
Bridge: “Until the official report is out, I can’t comment, but what I can share is…”
Example: “Until the official report is out, I can’t comment, but what I can share is all veterinary inspections pre-race were passed without concern, and in the meantime, we’ve already begun reviewing internal protocols….”
Highlight context
Bridge: “That’s part of the story, but the broader picture is…”
Example: “That’s part of the story, but the broader picture is the 99.4% safety rate that U.S. racing has achieved this year, a decline of almost 50% over a decade…”
Example interview
James Oldring, CEO of Perth Racing, fronted live national TV just hours after a shocking fall in the Perth Cup. Two horses went down 200 metres into the race, one fatally, in front of 10,000 spectators. The race was abandoned mid-run.
Key points:
Prepared and fact-led
James came into the interview well-briefed, drawing from credible sources to anticipate tough questions. He used precise statistics, not vague claims, to support his answers, weaving them in naturally through effective bridging.
Clear, calm and concise
He explained complex processes without overloading detail, gave direct answers where possible, and avoided rambling. His delivery was steady and rational, confident without being defensive.
Balanced empathy and authority
James acknowledged the emotional impact of the incident, showing genuine compassion for the horse and its connections. He told stories about the dedication of grooms and riders to help the public relate, while also respecting the roles of stewards and deferring appropriately.
Framed risk in relatable terms
He described racehorses as athletes and explained the reality of risk in elite sport, making it accessible to a general audience without downplaying the seriousness.
Frequently Asked Questions
Who should act as a media spokesperson in a crisis?
It depends on the situation, but it rarely needs to be just one person.
According to the Edelman Trust Barometer, the most trusted voices are “people like me” and subject matter experts. That means grooms, vets, riders, and track staff often have more credibility with the public than senior leadership—especially when they speak with first-hand experience and plain, human language.
That said, a CEO or senior leader is still important. They provide accountability and signal that the issue is being taken seriously at the highest level. But they don’t need to carry the message alone.
The best approach? Let leadership set the tone – and then back it up with the people who live the reality every day. One provides assurance. The other builds trust.
Just make sure whoever’s speaking is properly prepared, and been taken through training resources after being asked if they’d be a spokesperson if needed. No one should be sent into a media interview without support, clarity on the facts, and coaching on how to land the key messages.
Should we accept interview requests immediately after an incident?
Fronting the media is a non-negotiable. Silence fuels suspicion, and if you don’t speak, someone else will.
But that doesn’t mean you have to speak immediately. Even in high-pressure moments, you’re allowed to take a short pause to confirm the facts, align on your message, and brief the right spokesperson.
That might mean saying: “We’re gathering accurate information and will provide an update shortly.”
Ten minutes of preparation can make all the difference. A calm, well-prepared response builds trust from the first quote. Don’t be afraid to insist on that timeline, rather than rushing into it.
What if the journalist asks something I can’t answer?
You’re not expected to know everything on the spot, especially in fast-moving situations.
If you’re asked something you genuinely can’t answer yet, because it’s outside your role, under investigation, or not yet confirmed, acknowledge that honestly and then bridge to what you can say.
For example:
“That detail hasn’t been confirmed yet, but what I can tell you is…”
or
“Until the stewards release their report, I don’t want to pre-empt anything, but here’s what we do know…”
This approach shows transparency and control. The goal isn’t to dodge the question, it’s to keep the conversation anchored in facts and value, rather than speculation. If a follow-up is needed, commit to it, and follow through.
Can I say “no comment”?
In a crisis, “no comment” is one of the fastest ways to lose public trust. It might be legally safe, but to most people it sounds evasive, defensive, or like you have something to hide.
If you genuinely can’t answer, say so and explain why. Then bridge to what you can share.
For example: “That’s part of an ongoing investigation, so I can’t speak to that right now but what I can tell you is…”
Staying silent or shutting down the conversation leaves a vacuum. And in a vacuum, people assume the worst.
How do I keep the interview from going off track?
Use bridging. It’s your most important tool.
Interviews don’t follow a script; and they’re not designed to make you comfortable. Journalists will ask what they think the audience wants to know, which may not be what you came to talk about – and that’s why bridging matters.
Start by preparing three clear key messages, and then use bridging to land them, no matter the question.
If you’re asked something off-topic, speculative, or premature, you don’t need to answer it directly. Acknowledge it, then pivot:
“That hasn’t been confirmed yet, but what I can tell you is…”
“That’s a broader discussion, but what matters today is…”
Keep your answers short and steady. Don’t ramble. Don’t trail off. When you finish your point, stop. A clear pause signals confidence and waffling invites pressure.
The best spokespeople don’t let the journalist steer the whole conversation; they guide it back to the message, again and again. That’s what bridging is for, so use it.
What if I’m misquoted or taken out of context?
Correct it: quickly, calmly, and with evidence.
This is why we recommend recording every interview, whether it’s live, pre-recorded, or even for a written article. Politely let the journalist know at the start: “I hope you don’t mind, but I always record any interview I’m in, just to ensure I capture the conversation accurately.”
Having your own copy means you can immediately check the exact wording if something is reported incorrectly. If you’re misquoted, contact the outlet with your recording and ask for a correction, explaining how the context was lost or the meaning was changed.
Most reputable journalists will issue a correction when you provide clear evidence. Recording isn’t about catching anyone out but protecting both sides from misunderstanding.
The key is to address it quickly and professionally. Don’t escalate it into conflict, but don’t let a damaging misquote go unchallenged either.
Is it okay to say “I don’t know”?
Saying “I don’t know” is far better than guessing, bluffing, or repeating something unverified. Audiences respect honesty, as long as it’s followed by something useful.
The key is to acknowledge the gap, explain why, and pivot to what you can say.
For example: “I don’t have that detail confirmed yet, but I can tell you what typically happens in situations like this…”
or
“That’s something our vet team is still reviewing. As soon as we have that information, we’ll provide an update.”
Never leave it hanging. “I don’t know” is only a problem if it sounds like you’re unprepared or uninformed. When said with clarity, care, and a follow-up message, it actually builds trust.
What if I forget something or stumble on camera?
It happens – even to seasoned spokespeople.
If it’s a live interview, don’t panic. Pause, take a breath, and reset. Audiences are surprisingly forgiving when someone is human under pressure.
If it’s pre-recorded, you can absolutely ask to re-do your answer. Say something like:
“Sorry, let me rephrase that so it’s clearer.”
Most journalists will appreciate that as it makes their job easier too.
And remember: you’re not there to be perfect. You’re there to be clear, steady, and trustworthy. One small stumble won’t undo that, unless you let it throw you off for the rest of the interview.
Preparation helps and so does practice. But presence is what counts.
What if the journalist is hostile or tries to trap me?
Stay calm. Stay rational. And don’t take the bait.
Hostile questions – or a combative guest, like an animal rights activist – can quickly turn an interview into a debate. But your job isn’t to “win” the argument but to represent your organisation clearly, credibly, and with control.
The more rational and steady you are, the more you’ll stand out, especially if others are emotional or extreme. Let them overreach. You don’t need to point out how irrational they are, the audience can see that. Instead, calmly correct inaccuracies, then return to your key messages with facts, context, or a human story that matters.
Many people fall into the trap of spending all their time defending or discrediting the other side. Don’t. That just amplifies their message. Acknowledge the concern if it’s genuine, but always pivot back to what you want the audience to understand.
You’re not there to fight. You’re there to frame the truth, and stay credible while doing it.
Should I learn key messages word for word?
You’re not delivering a script, you’re having a conversation.
You do need to know your key messages inside out, but not as memorised lines. Instead, focus on the key message so you can speak naturally and adjust to the flow of the interview.
It’s also important to come armed with supporting material:
Know a few key stats that reinforce your message and demonstrate progress.
Have a story ready, real examples stick with people far longer than statements do.
Think of it this way: your key message is the headline. The stat is the proof. The story is what makes it real.
The best spokespeople sound human, not rehearsed. They know what they want to say and they know how to make people care.
Can I ask to see the questions ahead of time?
You can ask, but don’t count on getting them.
Most journalists won’t provide a list of exact questions in advance, especially for news interviews. But what they will usually share is the general topic or angle they’re exploring, which you can use to prepare.
Get clear on your key messages, anticipate likely questions – especially the hard ones – and prep stats or stories that reinforce your points.
If it’s a longer-form feature, podcast, or industry interview, you’re more likely to be given a loose structure or themes. A well-prepared spokesperson doesn’t need the exact questions, they just need to know what they want to land.
How do I explain technical or scientific info in simple terms?
Don’t dumb it down, break it down.
The goal isn’t to confuse people with jargon but to help them understand using plain language, relatable comparisons, and real-world examples.
If you’re explaining a pre-existing lesion, for example, say:
“It’s like a stress fracture in a human athlete – tiny damage from repeated pressure, not a sudden break.”
If you’re talking about safety protocols, describe the process step by step so the audience can visualise it. Avoid acronyms unless you explain them first. If in doubt, imagine you’re explaining it to a smart 12-year-old.
Do I have to take every interview request?
If it’s clear the outlet is out to sensationalise or catch you out, it may be smarter not to engage directly. But silence still leaves a gap, so find another way to show up.
That might mean putting forward a trusted grassroots participant, a vet, or someone with lived experience who can speak calmly and credibly. The public often connects more with those voices anyway.
You don’t have to take every interview yourself, but you do need to think strategically about who speaks, how, and where. Because if you leave the story completely unchallenged, someone else will shape it for you.