Guy Clapperton, Author at Clapperton Media

Prospective clients often begin with a straightforward question: “How much does media training cost?”

If we already know each other, that’s fine — a few details over email and we can send a sensible proposal. But for first-time contacts, we always insist on a short conversation first. Not a long one, but an essential one.

That’s because the cost of media training depends on what you actually need. The question “how much?” needs to be followed by “for whom?”, “for what purpose?”, and “in what format?” before anyone can give a realistic answer.

We once saw someone ask for media training rates in a Facebook group. A well-meaning contact immediately offered a (very low) number. What they didn’t do was ask how many delegates were involved, what the objectives were, whether the target media required a camera operator or a studio setup, or even whether suitable training space was available.

If someone quotes a fee without asking those questions, it’s worth walking away. You’re not being quoted for what you need — you’re being quoted for what they happen to sell.

Preparation Gets the Best Out of Everyone

A detailed brief always leads to better results — for both trainers and delegates.

If, for example, your chief executive is preparing for a Bloomberg interview, the training focus will be very different from a friendly appearance on BBC Breakfast. (We even offer studio sessions with sofas for that purpose.) If there’s no broadcast media in sight, investing in a camera operator might be unnecessary.

And if someone promises to train “as many people as you want” in half a day, beware. That’s not tailored coaching — it’s a workshop in disguise.

A good trainer will also want to understand the delegate’s key messages, even if those aren’t used explicitly in the exercises. Knowing the objectives helps us test whether your spokespeople can introduce those messages naturally in conversation.

It’s also vital to understand the people themselves. Are they confident or cautious? Do they go too technical for a general audience, or not technical enough for the trade press? A five-minute call to discuss those dynamics makes a world of difference.

The Right Brief Builds Better Spokespeople

At Clapperton Media Associates, we’re proud of the testimonials and feedback our training receives. But the best sessions don’t just happen — they’re built on smart preparation and clear expectations.

If you’re in PR and want your client’s media training to be outstanding rather than just adequate, be a great briefer. Five minutes of planning can make hours of difference on the day.

(Image: Kalyan Shah)

At Clapperton Media Associates, we work closely with public relations professionals who want their clients to be visible, credible, and memorable. But one phrase keeps resurfacing in conversations that makes us wince slightly: “thought leadership.”

Like many bits of jargon, it began with good intentions. The idea was simple: if a client has genuinely original insight or a fresh perspective on their market, then helping them share that view is an invaluable service. Done well, it can spark discussion, shape perception, and position a business as an authority worth listening to.

Unfortunately, “thought leadership” has been overused to the point of meaning very little. Somewhere along the line, it became something to tick off a to-do list. We’ve seen well-intentioned PR teams ask clients for “thought leadership content” as if it’s a deliverable that can be produced to order. Occasionally, that works – a founder or expert may have untapped insight they didn’t realise was valuable. But more often, it leads to clients feeling pressured to produce opinions that sound authoritative without offering anything new.

When “thought leadership” becomes a formula rather than a spark, it risks doing the opposite of what’s intended. Instead of making someone sound like an innovator, it makes them look like they haven’t done their research. And it gets worse when that phrase – “thought leadership” – is used with journalists. Talking about “offering thought leadership” to an editor is like a magician explaining an illusion before performing it. Everyone knows it’s positioning, but it’s best not to draw attention to the wires.

The solution? Focus less on “leadership” as a label and more on what’s genuinely interesting or useful. A strong opinion, a data point that challenges assumptions, or a story that reveals something new – those are the real currency of influence.

At its best, great communications work helps ideas travel. But when every article, quote, and podcast appearance is branded as “thought leadership,” the words lose their meaning. So, by all means, help clients share their insights and opinions – just don’t call every thought a leading one.

This morning I was halfway through a full day of media training — four delegates before lunch, five in the afternoon, all online. At one point, one of the delegates paused after a question and said:

“I’m glad you asked me that.”

He meant it. The question had landed right in his sweet spot, giving him the chance to shine.

Moments like that are great, but in truth they’re often a fluke. In real interviews, you can’t count on the journalist asking what your client wants to be asked.

That’s why, if you want to get the most value out of media training, the focus shouldn’t just be on the comfortable questions. PR professionals can add real impact by briefing trainers on the questions their clients don’t want to hear.

Start with the hard stuff

A simple but powerful exercise is to ask your client: “What do you really hope you’re not asked in an interview?” Once you have the answer, make that the starting point. Ask it in the training. Push them to answer. Refine the response. Ask it again. Repeat until they’re confident.

It might feel uncomfortable. The client might even leave the session thinking they’ve been put through the wringer. But that’s the point. A tough training room is infinitely better than being blindsided on live radio or TV.

Better tough now than unprepared later

Media training isn’t about rehearsing easy wins — it’s about preparing spokespeople for the moments that really matter. A well-handled difficult question can build trust and credibility far more than a polished soundbite ever will.

So next time a client asks you about media training, or even just about how an interview is likely to go, start here: what’s the one question they really don’t want to be asked? That’s where real preparation begins.

Ifg you’re in public relations you’ll be well aware that media interviews are a critical component of shaping a client’s public image and conveying key messages. Many PR companies engage media training specialists—like our team—to prepare their spokespeople for live interviews with journalists. The common concern? Fear of “winging it”—the worry that their CEO or key executive will stumble, ramble, or be caught unprepared on camera or microphone.

However, while poor preparation is definitely a problem, there’s a nuanced challenge that often goes unnoticed: overpreparation. Some executives are so accustomed to meticulously rehearsed responses and detailed briefs that they end up delivering their messages with robotic precision. This leads to an interview that feels less like a genuine conversation and more like a memorised monologue.

The Pitfalls of Overpreparedness

Colleagues in the public relations industry often come across this issue. An executive might know every key point inside out but struggles to vary their script. They have done no preparation for someone asking something not in their playbook. So when an unexpected question arises, they stumble or retreat into delivering their rehearsed lines, failing to engage authentically with the journalist or audience. This over-reliance on scripting can undermine credibility and diminish the impact of even the most compelling messages.

A Cautionary Tale – this spokesperson had done his preparation but…

To illustrate this, we recall a particularly extreme example from a media assignment our lead trainer Guy undertook. He was invited to interview a government minister in Portugal. Leading up to the interview, Ihehad met one of his colleagues—a personable and approachable individual who was straightforward without being overbearing. He was genuinely looking forward to the meeting.

When the official entered the room, he was flanked by soldiers—nothing threatening, but a striking visual. He took his seat between two flags, and then, quite unexpectedly, opened a folder and launched into a pre-written speech, reading aloud to me in full. His PR representative, sitting beside Guy, visibly shrank at the spectacle.

Guy attempted to ask a few questions without being rude, but the minister continued reading his script with a smile, nodding politely as if it were a conversational exchange. When he finished, he shook Guy’s hand and left. Later, his PR team admitted they were as baffled as we were about what it was all supposed to achieve. The minister’s English was excellent, so it wasn’t a matter of language barrier or discomfort.

While this was an extreme case, it underscores a key point: journalists—and in fact, any audience—are rarely satisfied with overtly scripted interviews. Even without the soldiers, a rigid delivery can come across as disingenuous or disengaged.

Mastering, Not Memorizing

At our media training sessions, we emphasise the importance of mastering your key messages rather than memorising answers. Actors, for example, spend years honing their craft to sound natural—even when reading lines—so their delivery resonates as authentic. Most of us don’t share that training, and attempting to produce a perfectly rehearsed performance during an interview can backfire.

When a client delivers a rehearsed, robotic response, journalists quickly perceive a lack of engagement. This perception ramps up the pressure, prompting them to ask more challenging, unexpected questions to test the interviewee’s spontaneity and authenticity.

The Key Takeaway

Preparation remains vital—but it should serve as a foundation for confidence, not a script to recite. A well-prepared spokesperson should be able to navigate interviews with authenticity, drawing on their knowledge and core messages, and adapting to unexpected questions with ease.

If your organization invests in media training—either through our sessions or others—you’ll find that empowering your team to speak naturally about your brand will deliver far better results than forcing them into a scripted performance. Authenticity builds trust and rapport, qualities that no rehearsed answer can truly convey.

Conclusion

Remember, the goal of a media interview is genuine communication, not performance. Preparation should enable your spokespeople to articulate their points clearly and confidently, without sounding like they’re reading from a script. Whether it’s a press conference, an interview, or a one-on-one dialogue, authenticity will always resonate more effectively than robotic recitation.

If you’re interested in helping your team master the art of authentic communication, contact us to learn more about our tailored media training programs. Let’s ensure your executives not only know what to say but also how to say it with confidence and sincerity.