The Art of Building Bridges (and Some Early New Year�s Resolutions)
Strategy + Communications

BY RANDY SAVICKY

The series of Presidential Debates provided an outstanding real-world example of much of what we have been discussing in this column since its inception. In a recent column, we looked at how the two different political parties positioned themselves to their key audiences -- the voting public -- as well as how their candidates handled themselves in the series of Presidential Debates (aided by intensive media training) and how clearly and concisely they delivered their key messages.

It is important to realize that in this high-stakes race, media training was not just conducted once at the start of the political campaign, but was most likely undertaken on an “as needed” basis -- which can be as often as once a day, for example, in a crisis situation. It is clear that President Bush performed much better in the second and third debates when he presented a much more even disposition and formulated and delivered his answers much better than in the first debate. This, I am sure, is because his performance in the first debate -- and the perception of his performance -- was analyzed in detail and critiqued by his advisors. From that perspective, he was then counseled on what he needed to do better in the second and third Presidential debates -- both physically and verbally. This is the essence of the importance of media training -- making someone look and sound as good as possible in public.

Now, as promised, this time, we are going to look more closely at what was actually said in the debates. We’ll focus on how an essential technique that is an important element of media training -- bridging -- was used.

But first, let’s define bridging; it is the art of taking a question posed by the media (or any of your key audiences, for that matter -- whether customers, partners, employees, stakeholders or the media) and answering it with one of your company’s key messages. This can be done subtly, with practically no one realizing it was done, or obviously, with the bridge being only a thin and perilous one -- maybe even a virtual one!

Bridging is important because it enables you to control the interview and not let the interviewer control you. Easier said than done? Not really, if you keep these two key factors in mind. The first is to be alert for points of connection between what’s being asked and one of your key messages points. The second is to use words or phrases like “actually” and “on the contrary” to correct a misperception and then create an opportunity to deliver one of your key messages.

Now About That $87 Billion …

The best example of the art of bridging, which occurred without fail in every Presidential debate, was when President Bush referred to Senator Kerry’s “flip-flopping” on a number of issues. The most prominent issue was his vote on the supplemental budget request of an additional $87 billion to continue the wars in Afghanistan and Iraq. When President Bush questioned him on this point during each debate, Senator Kerry took the unusual political tactic of admitting a mistake, but then bridged to his key message that President Bush’s invasion of Iraq was a mistake:

“Well, you know when I talked about the $87 billion I made a mistake about how I talk about the war, but the President made a mistake in invading Iraq. Which is worse?”

With this response, Senator Kerry moved from being on the defensive -- having to actually explain that vote, which he never did -- to being on the offensive.

Now let’s see how bridging can be used to “turn around” questions or statements that your company may face from customers or the media. Instead of reacting to the question and giving the expected (and often negative) answer, bridging enables you to deliver one of your company’s key messages to drive home the point that you would like to make -- and that you want the customer or the media to understand. This is a much more positive outcome.

Take for example, the case of one of my clients that has constantly faced questions about why its products are more expensive than its competitors’ offerings. A representative question that their sales staff has faced is: “Your products are more expensive than XYZ Company’s products. Why should I pay such a premium?”

Now, your key company messages may contain pillars about quality, reliability and other product attributes that differentiate your products from the competition and move these discussions away from a price-driven sale, but in this case, the question begs an answer that connects to the price issue -- and, by extension, the cost issue. This is what I meant earlier about looking for a connection between what’s being asked and one of your key messages points.

With that in mind, my client’s answer would be: “Actually, our product doesn’t cost more than other companies’ products when you look at the total cost of ownership over the lifetime of the product. In fact, our product clearly offers the lowest cost. That’s why we take great pride in building high-quality, high reliability products so that your costs stay as low as possible.”

In this answer, notice how the price/cost key message quickly and naturally led into the quality and reliability messages. Another possible approach to consider for this answer would have been to give specific examples of the total cost of ownership of the competing products, if that information was readily available. This is also the type of information that is vital to include in your company’s sales and marketing material as well as on your company’s web site.

Early New Year’s Resolutions

To get a head start on the holidays and get some of the “heavy lifting” out of the way quickly so you have more time to enjoy the festivities of the season, I’ve developed this short list of New Year’s resolutions. There’s no need to add to this list -- unless you really feel inclined …

1) I promise to view strategic communications as an invaluable resource to help my company succeed and reach its fullest potential

2) I promise to thoughtfully construct a communications program that is also aligned with my company’s overall strategy and mission

3) I promise to develop a communications program that speaks with one voice to all of my company’s key audiences -- customers, partners, employees, stakeholders, regulators, non-governmental organizations, media and analysts

4) I promise to look to enhance or supplement my existing communications programs so that we can reach our business goals faster and more easily

Did I forget anything?

Randy Savicky is President of Strategy + Communications Worldwide Inc. (http://www.strategypluscommunications.com), a consulting firm that helps companies communicate better to their key audiences to achieve their business goals faster and more easily. With his unique "both sides of the editor 's desk" perspective, Randy’s advice and counsel on helping technology companies improve their communications has been called upon by some of America’s largest corporations and best-known brands, including IBM, Apple, Fujifilm, Motorola and Sony, as well as start-ups, early stage and pre-IPO companies. With extensive experience in public relations, marketing communications, web market and interactive/custom publishing, he welcomes your comments and questions on how to put his ideas to work for your company. He can be reached at (516) 467-4122 or at [email protected].

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