Media training Archives - Clapperton Media

We recently had a chat with a colleague who had a familiar dilemma: how do you make LinkedIn posts engaging when you have to talk about a product?

The colleague’s concern was valid — they didn’t want to bore their audience by focusing only on features and specifications. They wanted to post something more engaging, something that resonated. And they were right to think that way. In the world of press releases as well as social media, people will switch off if you start talking about products for which they are not searching.

Whenever possible, content — whether for LinkedIn or the press — should be built around issues and client pain points, not the product itself. That’s what connects.

But in media relations, things aren’t always that simple. Sometimes there is a product launch that needs attention, and unless the client happens to be Apple, Samsung or Google (where “a company known for making phones is going to make another phone” is apparently thrillint), it can be difficult to make that story sparkle.

Or so it seems.

Issues with wheels

To illustrate the point, one of our trainers tried to think of the dullest but most useful product imaginable — and searched for a picture of a wheel.

Thousands appeared. Car wheels, bicycle wheels, haycart wheels, even the London Eye. It turns out that a wheel isn’t dull at all — it depends entirely on the story you tell about your wheel.

If you’re trying to attract a journalist’s attention to a new wheel, you need to explain what makes your wheel in particular matter. What problem does it solve that other wheels don’t? Who benefits from it, and how? Is there a bigger market trend around wheels that you could comment on?

Of course, even then, not every journalist will be interested. That’s where Plan B comes in: stop talking about the product altogether, and start talking about the issues it solves — the problem it fixes for your audience.

A wheel, after all, helps people travel farther than they can walk. A bicycle wheel adds exercise to the equation. A car wheel might improve safety or reduce costs if it’s more durable. Each story is different because each audience is different.

And that’s the key.

Whether you’re writing a press release or a LinkedIn post, the focus should always be on the reader, not the writer. The best messages are about the audience’s challenges and aspirations, not the speaker’s achievements.

A useful exercise is to review your own content — LinkedIn posts, website copy, even pitch emails — and ask: Is this about us, or about them? If it’s too much about you, reframe it around your ideal client’s needs and concerns.

Don’t expect instant results — the payoff is in the quality of the engagement you attract, not the quantity.

In both media training and communications, the same truth applies: the message that resonates isn’t about what you sell — it’s about the issue you address. And if you’ve read the market right then your target readers will recognise themselcves immediately you start talking about those issues.

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.