A guide to preparing for media interviews

a guide to spokespersons

RADIO.TELEVISION

INTERVIEWS.BRAND.PRINTED PRES

POKESPERSON.QUESTIO

HOW TO GIVE
SUCCESSFUL INTERVIEWS

A GUIDE FOR SPOKESPERSONS

04

INTRODUCTION

06
12
20
32
34
38

Characteristics of
a spokesperson
> pag 09

Who should be the
spokesperson?
> pag 10

THE SPOKESPERSON
First steps for
an interview
> pag 13

Developing key
messages for
your interview
> pag 14

Some questions that
help you prepare
for an interview
> pag 16

PREPARING FOR AN INTERVIEW
Interviews
for television
> pag 25

Interviews
for the radio
> pag 30

Interviews
for the printed
press
> pag 31

HOW TO PROCEED DURING INTERVIEWS

AFTER THE INTERVIEW: check list
INTERVIEWS AT TIMES OF BRAND RISK
SOURCERS OF INFORMATION AND ONLINE RESOURCES

Other advance
preparations
> pag 18

CONTENT

INTRODUCTION

Supplying reliable
information, upto-date data, good
reports and news will
help build a lasting
relationship with
the media, which
may eventually turn
out to be mutually
beneficial.

T

he media are central to
influencing public opinion
and educating different sectors of
the public. They give us a chance
to address large audiences and
to explain specific positions on
important issues.
They can also be useful tools for
helping raise funds, motivating our
supporters, or even for persuading
decision-makers, who can produce
social change.

how to give successful interviews

However, it is important to stress that when we talk about the media, we
should also include the people who work for the media – journalists, editors,
photographers, and camera-men as part of the public our organisation wishes to
address.

04

Supplying reliable information, up-to-date data, good reports and news will help
build a lasting relationship with the media, which may eventually turn out to be
mutually beneficial.

One aspect of this professional
relationship is the ability of the
organisations´ spokespersons to
give information and interviews
to the media that will be useful
and at the same time help to
transmit the messages of the
institutions they represent.

A professional relationship with the media will help maintain the good reputation of
our organisation, and will motivate journalists to continue working with us, which will
increase our chances of getting our message across. This is especially important to those
organisations that seek to promote changes in ideas and beliefs in order to foster the
sustainable and equitable development of society.

This handbook, based on the experience of Oxfam and other organisations, gives some
practical suggestions to help spokespersons understand a little more about media dynamics,
and thus be able to give efficient interviews.


One aspect of this professional relationship is the ability of the organisations´ spokespersons
to give information and interviews to the media that will be useful and at the same time help
to transmit the messages of the institutions they represent.

05

THE SPOKESPERSON


06

T

here is no doubt that being a spokesperson
is no easy task. Many people simply don’t feel
comfortable speaking with the media; and they fear
that, since they are the “image” of the organisation
they work for, some personal error on their part may
affect the credibility of the institution. This risk is,
indeed, part of the day’s work, but it can – and must –
be minimized with training and the right strategy.

Traditionally, the spokesperson
is a person who has sound
knowledge of the subject he/
she is going to speak on and
has the authority to do so.


Traditionally, the spokesperson is a person who has
sound knowledge of the subject he/she is going to
speak on and has the authority to do so. This authority
may be inherent to his/her position in the structure of
the organisation or it may have been delegated to him
or her through formal institutional channels.

07

THE SPOKESPERSON
The spokesperson should
receive training from
those responsible for
communications in the
organisationand seek support
every time he/she receives a
request for an interview.

Normally, a small group of people have formal authority to speak with the
media on behalf of the institution. This rule is essential for guaranteeing that the
messages and points of view of the institution have unity and coherence when
expressed to the media, and reflect the institution’s position, rather than the
personal viewpoint of the person being interviewed.
The spokesperson should receive training from those responsible for
communications in the organisationand seek support every time he/she
receives a request for an interview.


Once the public line of the message to be transmitted through the interview
has been defined, it is up to the spokesperson to keep strictly to it and not to
speculate or include his/her own point of view when speaking.

08

Characteristics of a spokesperson
Generally speaking, the spokesperson:
1. Has the internal recognition of the institution he/she
represents as the person authorised to speak on its
behalf.
2. Has sufficient technical and political knowledge of the
subject and of the institution.
3. Gets his/her messages across in a convincing way.
4. Is mentally agile and able to adapt rapidly to
unexpected situations.
5. Is able to handle the institution’s key messages; and has
also good diction and correct use of language.
6. Is able to adapt his/her language to the different
audiences for whom the message is intended.
7. Has self-control in adverse situations.
8. Masters his/her body language.
9. Creates empathy in the audience.


Of course, spokespersons won’t always have all the
characteristics described above. Some, like 1 and 2, are
indispensable. Others, like 3 and 4, are practically innate,
although they can be improved. However, with training and
practice, they can all be developed or improved.

09

THE SPOKESPERSON

It is very important that the
people at the“front end”of an
organisation, that is, those who
have direct contact with the
public are informed and familiar
with the spokespersons´ contact
channels...

Who should be the spokesperson?
Most of the times this responsibility will fall to the executive director,
for example, since he/she is the person who legally represents the
organisation.


But sometimes this person does not have the technical ability, or the
credibility, or availability to be the spokesperson. In that case, the
organisation has to find institutional channels to ensure that another
person of lower rank takes on this responsibility: for example an area
coordinator or project coordinator who is familiar with the technical data
and speaks specifically about his/her area of performance.

10

Generally speaking, all the key staff in an organisation should know who
the official spokespersons are. It is very important that the people at the
“front line” of an organisation, that is, those who have direct contact with
the public – receptionists, concierges, etc. – are informed and familiar with
the spokespersons´ contact channels (emergency telephones, e-mail
addresses, etc).

Availability
In theory, the spokesperson should be
prepared to respond 24 hours a day: you
never know when an emergency might
occur that calls for an official statement by
the institution’s spokesperson.
This means that the spokesperson should
have the capacity and availability to give
interviews or speak publicly whenever
necessary. The spokesperson should have
emergency communication channels
(mobile phone, home phone, etc.) listed in
the organisation.

...the spokesperson should be
prepared to respond 24 hours
a day.


If the official spokesperson is not available
(he/she may be on holiday or sick leave, for
instance), a substitute should replace him/
her immediately. The substitution should
be communicated to all key areas of the
organisation.

11


12

PREPARING
FOR AN INTERVIEW

I

deally, no spokesperson should give an interview to
the media without being properly prepared. The worst
scenario would be improvising your answers because
you were not sufficiently prepared. This could potentially
damage not only your personal credibility, but also that
of the organisation.

First steps for an interview
1. Identify the specific goals of the organisation
that you wish to promote with the interview.
2. Identify and analyse the audience you want
to reach through the interview.
3. Identify in advance the subjects that the
journalist wants to address in the interview
and those that may come up in the course
of the interview. You can find this out by
asking the journalist directly about the topics
that will be covered with the interview and
identifying which aspects of the organisation
have caught the journalist’s interest.
4. Identify one, two, or at the most three key
messages you wish to emphasize in the
interview.

6. Determine how to include the institutional
messages that you wish to reinforce with
your answers. This important tool will make
you better prepared for the actual interview.


5. Prepare a 1-2 page of questions and answers,
including the “toughest” questions that the
journalist might ask.

13

PREPARING
FOR AN INTERVIEW

Developing key messages for your interview
To give a good interview, you need to define
in advance the messages you want to
transmit and/or reinforce. By defining these
key ideas you will be able to keep yourself
within the limits you determine, and will
avoid speaking more (or less) than necessary.
Remember:

All the messages should support
and reinforce the main goals of the
organisation.

-

14

Don’t have more than three messages
to reinforce in the interview. A greater
number creates confusion and
disperses attention from the main
topic.

-


-

The messages should be simple to
communicate. They are ideas that can
be explained in a sentence or two. If
they require a paragraph or more to be
understood, keep working at them.

Don’t have more than three
messages to reinforce in the
interview. A greater number
creates confusion and disperses
attention from the main topic.

The messages can be reinforced with brief
statements, eloquent sentences, statistics,
and anecdotes.

-

For the messages to have an impact, they
should be repeated over and over and be
constant over time.

-

The messages can be adapted for specific
audiences, but should always remain
essentially the same.

-

All your communication efforts – not only
those directed to the media – should
reinforce the messages defined in advance.


-

15

PREPARING
FOR AN INTERVIEW

Some questions that can help you
to prepare for an interview
There are several questions that you will want
to know the answer to before accepting an
interview:

What is the role of your organisation in
the proposed space?

-

Will you be the main guest or a
secondary participant?

-

Who else will they be interviewing?

-

Which form of the media is interviewing
you? Is it a form of mediawhich reaches
one of your target audiencess?

-

What is the format? Newspaper?
Television? Internet? Radio? Mainstream?
Alternative?

-

16

What is the interview about?

-


-

If it is one that you are not familiar
with, ask about its format: is it a weekly
publication, a daily newspaper, the talkshow of a conservative radio station?

If the interview is not on the right
subject or will not serve you as a
forum to discuss what you want
to discuss, consider rejecting it.

-

What about the format of the
interview? Is it one-on-one? Are you
part of a panel? Is it broadcast live? Or
pre-recorded to be shown afterwards?
Is it by phone?

-

How long will the interview be?

-

If it is for the written press or internet,
do they need a photo?

If the interview is not on the right subject or
will not serve you as a forum to discuss what
you want to discuss, consider rejecting it.


If you feel comfortable with the answers to
the questions and you feel that the interview
will give you a good opportunity to transmit
your organisation’s messages, accept.

17

PREPARING
FOR AN INTERVIEW

...a successful interview
involves not only knowing
your subject well, but also
having knowledge and control
of your emotions.

Other advance preparations
There is no doubt that the literal meaning
of the words you use in an interview has an
impact on the journalist and on the other
audiences you are trying to reach.


Nevertheless, equally important – if not more
so – is the meaning transmitted by non-verbal
communication.

18

This means that a successful interview
involves not only knowing your subject well,
but also having knowledge and control of
your emotions.

Some suggestions for keeping control
of the situation:
-

Know to whom you are talking to when you are being
interviewed.

-

Remember that you are not only talking to the reporter
who is interviewing you, but also to the public who
reads the story, watches it on television, or hear it on the
radio.

-

Never fire without taking aim. If a reporter calls your
office and asks for a “quick comment”don’t accept the
,
call immediately.

-

Ask what it is about. Say that you are about to finish a
meeting and that you will return the call. Take a deep
breath, write some quick notes about the points you
want to get across, and then return the call.

-

See that the office staff are trained to respond to calls
from the media. Therefore, make sure that the staff
answering the telephone are familiar with the following
rules:
1) Nobody, except the designated staff
(spokespersons), may give information to the
media.

Nobody, except the designated
staff (spokespersons), may give
information to the media.


2) If the spokesperson is not available to take the call
from the media, the person who answers should
take down the contact information: name of the
journalist, organisation he belongs to, direct
telephone number, and deadline for a reply.

19

HOW TO PROCEED
DURING INTERVIEWS


20

-

-

Keep eye contact with the
reporter as you answer
his/her questions. This
increases your credibility
at the same time as it
enables you to follow the
reporter’s reactions.

Always remember that the interview
starts the moment you say your first word,
so make sure everything you say – from
the “hello” to the “goodbye” – serves to
strengthen your message.
Keep eye contact with the reporter
as you answer his/her questions. This
increases your credibility at the same time
as it enables you to follow the reporter’s
reactions.

-

When you reply to a question, first answer
the journalist’s question. Don’t try to get
out of answering questions by trying to
change the subject, as that will make you
seem evasive and unreliable.

-

Make sure you correct mistaken ideas.
Even though you may have sent material
in advance, don’t expect that the
journalist will have read it all or even that
he/she knows what your organisation
is about or which topic you want to
promote or clarify.

Reinforce your messages. Use anecdotes, statistics, and brief, powerful phrases. Have
at hand a page with this basic information, the so-called “killer facts”: data and phrases,
which, because of their power, might even become the main anchor of the news you
want to disclose.

-

You shouldn’t rely on your memory alone. If you have to deal with numbers, statistical
data, etc., it is best to have them at hand. An indispensable item will therefore be your
“talking points” list: this is a kind of aide-mémoire with the top line messaging points
you want to emphasize backed by some basic data concerning your organisation.


-

21

HOW TO PROCEED
DURING INTERVIEWS

Avoid jargon. Speak in
an easily understandable
way; avoid very technical
language.

Avoid jargon. Speak in an easily
understandable way; avoid very technical
language.

-

Stay relaxed, and continue to be respectful
and diplomatic even if there is extreme
provocation on the part of the reporter.

-

22

Try to give answers lasting 20-30 seconds
at the most to fit into the average time in
TV and radio. Likewise, journalists from the
written press will be looking for concise
quotes to explain your story.

-


-

Don’t talk too much: once you have
given the answer you want to, simply
stop speaking. This is where the biggest
mistakes are made: people insist on
continuing to talk impulsively even after
they have answered the question.

-

Follow your own agenda and answer each
question with a direct, effective statement,
followed by a relevant message.

-

Never say “no comment!” It will make you sound arrogant, unreliable, and guilty. If
you can’t comment on a specific subject, be objective and honest, and explain the
reasons

-

Know the points of view of your opponents. It is not often that the media report
only one side of a story. Assume that they will also call the other side, so make sure
you dismantle their points with your main proposals.

Avoid giving “off-therecord”statements,
and, above all, don’t say
anything confidential that
you wouldn’t like to see on
the evening news.

Avoid giving “off-the-record”
statements, and, above all, don’t
say anything confidential that
you wouldn’t like to see on the
evening news.

-

Don’t make guesses in an
answer. If you don’t know the
answer, admit as much and, if
possible, take advantage of the
situation to stress a relevant
point of your message.

-

Don’t jump about in an
interview just because the
interviewer does so. If they
interrupt you or fire quick
questions at you, keep calm,
finish your sentences; wait until
the interviewer stops to breathe
between questions and choose
a question to answer.


-

23

HOW TO PROCEED
DURING INTERVIEWS

-

If possible, record
yourself during
interviews given
to the press. In this
way, if you have any
problem, you will have
a record for a possible
correction.


-

24

Don’t make judgements about
third parties’ quotes, thus
avoiding generating unnecessary
controversy.

-

If the question is very ambiguous
and you are not sure what the
appropriate answer would
be, ask the reporter politely to
clarify the question and answer
it objectively so as not to give
the impression that you want to
evade it.

If possible, record yourself during interviews given to the press. In this way,
if you have any problem, you will have a record for a possible correction.
The recording also serves to review the interview and improve your future
performance. Make sure that the journalist knows you are recording the
conversation.

If the interview is
somewhere other than
your place of work, try to
arrive at least 30 minutes
before the agreed time.

Interviews for television
> Before the interview:
Try to find out about the context of the
interview: who the interviewer is, his or
her political point of view and that of the
television channel, whether there will be
other interviewees, who they are, whether
the interview will be live or recorded, what
time it will be aired. All this information is
important for you to arrive prepared.

2.

If the interview is somewhere other than
your place of work, try to arrive at least
30 minutes before the agreed time. This
will help you to ”get the feel“ of the place
where the interview will be, review the
topics calmly and go over the messages
that you want to emphasize. If you arrive in
good time, you will be more at ease.


1.

25

HOW TO PROCEED
DURING INTERVIEWS

3. Don’t refuse if they ask you
to have make-up on for the
interview. This is normal for
television and will help your
skin look better in front of the
cameras, especially because of
the heat produced by the lights.
4. If the interview is outdoors,
coordinate with the producer
or the cameraman to find
the best place; try to be in a
comfortable place, especially if
you are standing.

... so avoid speaking
of other subjects
unrelated with the
interview.

5. If it is a sunny day, find a place
where the sun doesn’t bother
you. Avoid using sunglasses.


6. Once in the presence of the journalist, either in a studio or in an open place,
bear in mind that the camera may already be on and filming your reactions
and words, so avoid speaking of other subjects unrelated with the interview.
Refrain from making indiscreet comments, especially political, religious, or
gender-related, etc. Refrain from making jokes or laughing at jokes.

26

7. Keep a professional posture and turn off your mobile phone or put it on
vibration mode; if it is necessary to answer a call, move away from the
camera and the journalist. Everything you say, and everything your reactions
communicate can be filmed and eventually used against you.

Remove any jewellery or
accessory that has a shiny
surface, reflects, produces
noise, shimmers or looks
ostentatious.

> During the interview:
1. Remember that the television camera captures the
smallest detail. So what people perceive about your
organisation and your message will depend not only on
what you say, but also – and often essentially – on how
you say it, how you look, and how you act.
2. Be appropriately dressed for the interview, with neutral
colours. The clothes one wears are normally associated
with the type of work and the function he/she holds. So
very formal clothing in a field situation, humanitarian
response, for example, will seem illogical.
3. Remove any jewellery or accessory that has a shiny
surface, reflects, produces noise, shimmers or looks
ostentatious.
4. Never use very “loud” or checked jackets, shirts or
blouses: they create an unfavourable effect on the
screen.

6. Try to be aware of your tics and keep them under
control; some of them could give a bad impression.
For example, avoid wetting your lips or biting them,
narrowing or rolling your eyes, or blinking too much. All
these movements give you an annoyed look.


5. Maintain eye contact with the interviewer. Try not
to look directly at the camera, unless you have been
expressly asked to do so by the journalist or the
producer.

27

HOW TO PROCEED
DURING INTERVIEWS

7. Try to speak at a normal volume. And be sure to vary the tone and rhythm of
your speech as you would in a normal conversation.
8. Don’t speak until you have something to say; refrain from filling in silences with
unnecessary noises or sudden hand movements.
9. Try not to move too much, and keep to a minimum any gesticulations with
your hands or movement of your legs.


Try to speak at a normal
volume. And be sure
to vary the tone and
rhythm of your speech
as you would in a normal
conversation.

28

10. If you are sitting at an interview table,
a suitable posture is leaning slightly
forward with your forearms on the
table and your hands clasped. You can
gesticulate when necessary, but with
moderation.
11. If you are on a sofa or chair, keep your
legs crossed at the knees, lean slightly
forward, clasp your hands and let
your arms rest on your legs. If you are
wearing a skirt, you will have to be very
careful with your posture.
12. If you are standing, try to keep an
average distance of 20 centimetres
between your feet, put one leg slightly in
front of the other, and let both your arms
fall naturally at your sides.

Go over the interview
with a critical eye to detect
mistakes and good points.

13. Allow your head to move naturally to
the rhythm of your speech. As a result,
you will automatically – without any
conscious effort or affectation – make
movements like nodding or shaking
your head, raising your eyebrows or
frowning to accentuate a point, and this
will make your presentation livelier.
14. Try to avoid the use of filler words or
“crutches” – expressions like “er . . .um . . . ”
,
“you know” “I mean . . .” , etc.
,

> After the interview:
2. Send a note to the reporter and the producer thanking them for the
opportunity, and placing yourself at their disposal for future interviews and
to provide additional information.


1. Go over the interview with a critical eye to detect mistakes and good points.

29

HOW TO PROCEED
DURING INTERVIEWS

Interviews for the radio
1. As in the case of television interviews, take it for
granted that the tape is recording all the time.
Just concentrate on what you have to say and try
to avoid comments, digressions, or jokes while
you are near the microphone.
2. Speak with a normal volume of voice, allowing
yourself to vary your tone and rhythm naturally
to place emphasis on key points.
3. When you give an interview in a studio, keep
at a constant distance from the microphone
and don’t let your body sway from one side to
another; don’t move your head backwards and
forwards.


4. If you take part in a programme where there are
other interviewees and there is a debate, try to
concentrate on your messages. If provoked take
control of your temper.

30

5. If you become aware of a radio report with a biased point of view or which
presents inaccurate data, try to contact the radio station at once. It is often
possible to correct or give your position on the subject almost immediately.
6. As with the television interviews, don’t forget to send a note to the reporter and
the producer thanking them for the opportunity, and placing yourself at their
disposal for future interviews and to give additional information.

Have to hand key information
about the topic of the interview
(statistical data,“killer facts”
,
explanation of technical data, etc.).

Interviews for the printed press
1. If possible, find a place where you
can have a quiet, uninterrupted
conversation.
2. Try to record the interview, so
that you can review the answers
afterwards. This serves both for
self-assessment and to check any
possible misuse of your replies.
3. Have to hand key information
about the topic of the interview
(statistical data,“killer facts”
,
explanation of technical data, etc.).

5. Check whether the reporter understands your ideas properly, especially
when technical themes are involved. Take the time to clear up any
misunderstanding.
6. Offer to supply additional information and make sure you exchange
contact information with the journalist.


4. If possible, supply high-resolution photographs that can be used by the
media.

31

AFTER THE
INTERVIEW-CHECK LIST


32

Ask yourself what your strengths
and weaknesses were and whether
you managed to communicate
clearly the message you had in
mind.

O

nce the interview is over, it is important to take the
time for a self-evaluation. Ask yourself what your
strengths and weaknesses were and whether you managed
to communicate clearly the message you had in mind.
Did you...
Manage to get your messages across?

-

Keep your emotions under control?

-

Keep control of the interview?

-

Control your language, avoiding negative
language use of slang, etc.?

-

Speak concisely and objectively?

-

Use anecdotes, personal stories, or relevant facts
(killer facts) to reinforce your message?

-

Refrain from giving personal opinions?

-

Maintain eye contact with the reporter and smile
appropriately?

-

Show enthusiasm and commitment with the subject
of the interview?

-

Use effective, natural, appropriate body language?


-

33

INTERVIEWS AT
TIMES OF BRAND RISK


34

I

deally, all organisations should be prepared for a situation of brand risk.
This preparation has to be done in a period of “calm” The worst thing that
.
can happen is to try to give improvised solutions to a situation of brand risk.
A preparation process implies at least having an internal agreement on the
way the organisation will respond to brand risk situations. This agreement is
usually recorded in an internal policy, which has already been approved by
the management staff.

As a minimum, the protocol should include
decisions about:

...it is important to have
a previous mapping of
the organisation’s internal
and external contexts
and identify what could
generate negative publicity.

Defining the risk – it is important to
define what actually constitutes a
brand risk, depending, for example,
on the levels of seriousness, and what
the response will be for each level.

-

Anticipating possible crisis scenarios
– it is important to have a previous
mapping of the organisation’s
internal and external contexts
and identify what could generate
negative publicity.

-

Forming a “crisis committee”
responsible for the management of
the brand risk, placing emphasis on
setting up internal communication
channels.

-

Formal designation of spokespersons.


-

35

INTERVIEWS AT
TIMES OF BRAND RISK

Generally speaking, if journalists are calling to cover or clarify negative
news about your organisation, try to diffuse tension immediately by:

Assuring your interviewer that the information you can share
will be available as soon as possible.

-

Giving a reasonable justification to explain why you can’t give a
certain type of information (still under investigation; I don’t have
all the facts right now, etc.).

-

If you are still under pressure, explaining calmly why you can’t
give more details.

-

Avoiding basing yourself on speculations. Only talk about
concrete facts.

-

Keep calm.

-

36

Being clear what you want to say and, at the same time, what
you do not want to say to your interviewer. Being available and
supplying some details helps to reduce the appearance of being
in a fix.

-


-

Look for a way to turn the bad news into good coverage of your
organisation.

Giving a reasonable
justification to explain
why you can’t give
a certain type of
information...

Focus on clearing up the negative points,
mitigate any damage, and open up the
possibility for more communication.

On the other hand, if negative stories are circulating
about your organisation and the journalists are
NOT calling for a clarification, you should take the
following steps:
Decide whether it is necessary to modify the
perception that the news item is creating.

-

If so, act fast. Have a press release or some
kind of response ready as quickly as possible,
preferably the same day the negative item
has appeared.

-

Focus on clearing up the negative points,
mitigate any damage, and open up the
possibility for more communication.

-

Take advantage of the opportunity to
raise the level of knowledge about your
organisation —make sure the public material
you distribute for the media or the public
at large has basic information about your
institution.

-

Try to contact the medium that put out the
negative news directly to offer your version.


-

37

SOURCES OF
INFORMATION AND ONLINE RESOURCES


> Guidelines for Broadcasting Interviews: Documento interno de Oxfam GB.
> Mi espacio (Spanish): http://www.miespacio.org/
> RRPPnet (Public Relations Portal – Spanish): http://www.rrppnet.com.ar
> The Communication Initiative Network: http://www.comminit.com
> Ed Shiller Communications – PR Notes:
http://www.edshiller.com/notesindex.asp

> Green Media Toolshed: http://www.greenmediatoolshed.org/.
> Bernstein Crisis Management (BCM) website:


http://www.bernsteincrisismanagement.com/articles.html.

39

RADIO.TELEVISION

INTERVIEWS.BRAND.PRINTED PRES

POKESPERSON.QUESTIO

JUNE/2008

Oxfam GB is an independent, non-governmental organisation
that works with others in more than 80 countries to overcome
poverty and suffering.
Oxfam GB is a member of Oxfam International.

HOW TO GIVE SUCCESSFUL INTERVIEWS: A GUIDE FOR SPOKESPERSONS
© Oxfam GB 2008
Prepared and Organised by: Renato Guimarães

Revised and edited by: LZC Imágen y Comunicación S.A.C / Graphic Project: LZC Imágen y Comunicación S.A.C
Oxfam GB: comunicaciones@oxfam.org.uk
www.oxfam.org.uk

Oxfamm GB is a member of Oxfam International – Registered Charity No. 202918

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