Prepare for media interview questions by writing a one-sentence answer to each hard question before the interview, then practicing that answer out loud. Executives get asked about money, people, mistakes and competitors. A short, factual answer that states what is known and what is not yet known holds up better than a polished deflection, because reporters compare answers against documents.
Which 12 questions should an executive practice?
An executive should practice the twelve questions below, because they cover the topics reporters return to most often: news value, money, layoffs, failures, competitors, claims, regulation, profit and rumors.
| Question a reporter asks | What the reporter is testing | How to answer |
|---|---|---|
| Why should anyone care about this announcement? | Whether the news is real | Give one sentence on who benefits, then one proof point. |
| How much did you raise, and at what valuation? | Whether you disclose or dodge | Share only figures your lawyer has cleared. Say which figures you do not disclose. |
| Are you laying people off? | Whether you will be direct | State the number and the reason, then describe the support offered to those affected. |
| What went wrong? | Whether you will own a failure | Say what happened, what you know today, what you are doing and when you will update. |
| Who is responsible? | Whether you will blame a person | Accept responsibility at the company level. Do not name an individual. |
| How are you different from your biggest competitor? | Whether you can state a real difference | Describe one strength of your product with evidence. Do not criticize the competitor. |
| A competitor says your product is unreliable. Is that true? | Whether you will repeat the accusation | Answer with a fact, such as an uptime figure or an audit, without repeating the charge. |
| Can you prove the product does what you say? | Whether the claims are documented | Cite only claims you can back with a named study, test or customer. |
| What will you do if regulators act? | Whether you will speculate | Describe the compliance steps already in place. Do not forecast a regulator's decision. |
| When will the company be profitable? | Whether you will promise a number | Repeat milestones you have already made public. Do not offer a new forecast. |
| Can you name a customer who will speak to us? | Whether customers exist | Offer only customers who agreed in advance to be named. |
| Is it true that the company is being acquired? | Whether you will confirm a rumor | If you cannot confirm it, say so and share what you can. Do not say "no comment." |
Write each answer in two or three sentences, and keep the first sentence usable as a standalone quote.
How should an executive answer a question they cannot answer?
An executive who cannot answer a question should say what they do not know, say what they can confirm, and offer a date for the rest.
A sentence such as "I do not have that figure today, and I will send it by Thursday" is accurate and gives the reporter something to write. A guess that later proves wrong becomes the story. A flat refusal with no explanation reads as concealment, so pair every limit with a reason, such as a legal review that is still open.
What should an executive never say on the record?
An executive should never say anything on the record that they would not accept seeing as a headline, including speculation, criticism of named individuals and numbers that counsel has not cleared.
- Guesses about a regulator's decision, a lawsuit's outcome or a competitor's plans
- Personal remarks about a named employee, customer or rival
- Revenue, valuation or customer figures that have not been approved for release
- Jokes about a serious topic, which print without the tone that made them funny
- Anything offered "off the record" without an explicit agreement from the reporter beforehand
Agree on the ground rules before the interview starts, and assume that everything said after the recorder is switched on can be used.
How do you run a 45 minute practice session?
A 45 minute practice session works when a colleague plays the reporter, asks the questions in a different order each round, and records every answer for playback.
- Spend ten minutes agreeing the three points the executive wants to make and the one fact behind each.
- Spend twenty minutes on the questions in the table, with the colleague pressing for a follow-up after every answer.
- Spend ten minutes playing back the recording and marking every answer longer than thirty seconds.
- Spend five minutes rewriting the weakest two answers and saying them again.
The full preparation method is covered in the guide to media training for founders and executives.
What belongs on a one page prep sheet?
A one page prep sheet holds the reporter's name and recent work, the three points to make, the facts behind them, and the questions most likely to be asked.
- The reporter's outlet, beat and two recent articles
- Three points, each backed by one verified fact
- Written answers to the hardest five questions from the table
- A list of figures cleared for release and figures not cleared
- The name of the person who will send follow-up information
Preparation starts earlier when the interview comes from a pitch. The media pitch templates show how to set the topic and ground rules in writing before the call is booked. For an interview tied to a funding round, the steps in announcing a funding round to the press include a briefing the executive can rehearse from.
How do you know whether the practice worked?
Practice worked if the executive's first sentence to each hard question is shorter, more specific and quotable than it was in the first recording.
Compare the first and last recordings of the session. Then check the published story against the three points on the prep sheet, and note which quote the reporter chose. The PR measurement guide explains how to record that over several interviews. Executives who want regular interview requests can combine this practice with a plan to become a thought leader and with the steps for placing an op-ed in business media.
Frequently asked questions
Should an executive see the questions before an interview?
An executive can ask for the topics before an interview, but a reporter is not obliged to share exact questions. Prepare answers for the topics and for the twelve questions above, and expect follow-ups.
Is it acceptable to say no comment?
Saying no comment is acceptable only when there is a legal reason, and it should be followed by an explanation of what the company can say. A bare refusal tends to be reported as an admission or as evasion.
How long should an answer be?
A good answer is two or three sentences, with the main point in the first sentence. Longer answers give a reporter more material to cut, and the cut version may not say what the executive meant.
Can an executive correct a mistake after the interview?
An executive can send a correction after an interview, preferably the same day and in writing, with the corrected fact and its source. Reporters can update a story only when the correction is specific and documented.
Who should sit in on the interview?
A communications lead should sit in on the interview to track what was said, send follow-up materials and keep time. The communications lead should not answer for the executive unless the reporter agreed to that arrangement in advance.
How often should executives practice?
Executives should practice before every major interview and run a refresher session before any announcement likely to draw hard questions, such as layoffs, a funding round or a product failure.