Media engagement checklist

Who has never spoken a throwaway line, attempted a joke or offered an opinion only to see it spark an uproar? We’ve all done it at least once, and we can all remember how it feels. Speaking publicly without inflaming opinions or fuelling controversy takes skill and practice. 

The way leaders communicate in public, whether through interviews, social media, newsletters or op-eds, shapes how others see our organisation. But more than that, if what leaders say (and the way they say it) is compelling enough, it can also shape how they see democracy itself. 

Outrage travels faster than nuance, and leaders have an opportunity to lift the conversation rather than amplify division. This might sound lofty, and it is a long-term goal, but it matters: when leaders communicate with composure, honesty and curiosity, it has a positive effect on public trust and social cohesion. 

Boards, CEOs, media officers and community spokespeople are invited to use this checklist as they engage with journalists and the public, to help them stay on message, stay grounded in facts, and stay humble.  

Consider the goal of the communication you are engaged in. Do you aim to inform, to clarify, to invite, or to defend? If your purpose is not clear, your message won’t be either. Avoid speaking “to win”, as this can come across as defensive or aggressive. Instead, seek to explain and to advance understanding.

Before interviews or statements, check your facts twice. Then again. Consider the sources of your facts, and what the agenda of those sources might be. For credibility, cite data, case studies or lived experience. Avoid abstract claims or moral absolutes. Be transparent about what is known, what is uncertain, and what is still being tested. 

Open by identifying the common ground: “We all want communities that are safe and thriving.” Statements of shared values lower defences and can help to make disagreement sound like partnership, not flat opposition.

Wherever possible, use inclusive words: we, our community, people affected by this issue. “Us versus them” is rarely helpful, so steer clear of labels (the left, the activists, the corporates) and loaded adjectives (reckless, heartless, greedy).

If you are asked “Are you for or against this?”, answer briefly, then expand: “That’s one way to see it, but the real issue is…”. Bridging reintroduces complexity into the conversation and keeps the audience thinking instead of choosing sides. 

Journalists and social media thrive on conflict, but it rarely serves those involved. If you’re provoked, avoid matching heat with heat. Pause, breathe, and bring the focus back to evidence or process: “I understand that concern. What the data shows is …” or “Let’s look at how we’re handling that question.”

Stories provide images and details, while slogans can inflame. Share short, specific examples of constructive problem-solving: “When our volunteers in Shepparton tried this approach, engagement doubled. One recipient of our meals program told us that our visits were the highlight of her day, and that she now spends more time outside the house because she wants to show our volunteers what she’s capable of in the garden.” Stories are proven to be more engaging than “lecturing” and show progress without preaching. Consider how you can use emotion without invoking or provoking conflict.

There is strength in acknowledging the contribution others to your achievements; for example, “We worked with local government / a business partner / another community group.” Admitting what your organisation cannot do alone builds credibility, models humility and casts you positively within a bigger picture and a larger community.

Before going public, decide which members of your board or staff team will handle questions, who will monitor coverage, and how you will correct errors if needed.

End communications with an invitation: “We’d like to hear other perspectives,” or “We’ll review the results and report back.” By keeping the conversation open rather than closing it, you are modelling democracy at its best.