All naval officers are “official” U. S. Navy spokesmen some of the time, but some naval officers—specifically, flag officers—are official spokesmen all of the time. Thus, a recent statement by a prominent American, “ . . . one of the weakest areas in the background and training of. . . flag officers is in the field of public affairs,” could, if true, be very bad news indeed for the Navy.
It may be, as has been said, that Navy spokesmen, including flag officers, instinctively distrust reporters, suspecting that each question, however banal its phrasing, could be the hand grenade that might demolish their careers. Conversely, flag officers are shrewd enough to know that the so-called “credibility gap” is not a 20th century phenomenon. They know that Americans have always distrusted politicians, officialdom in general, and spokesmen in particular.
But, fear and some degree of mutual distrust aside, the occasional “poor press” the Navy endures may result from a misunderstanding on the part of the naval officer as to exactly what a newsman is and to whom he is responsible.
Newsmen, like admirals, are flesh-and- blood folks, with a fairly standard proportion of strengths and weaknesses. Usually, the newsman has a respectable IQ, and an extensive fund of general information. More than likely, he or she has a college education; many have graduate degrees. As a group, they are basically honest, with a sense of duty and honor sometimes as strong as that of anyone in the Navy. Like teachers and ministers, they are highly motivated, although, as a general rule, they make far less money than many of their contemporaries in age and experience in other lines of work.
Newsmen gather news. Thus, for our purposes, it might be more convenient to call them reporters to set them apart from the Hanson Baldwins and the Joe Alsops of the profession. The military analysts, of course, think of themselves as reporters—-just as admirals think of themselves as “sailormen” and bishops think of themselves as simple shepherds—but what will follow does not necessarily apply to the hierarchy of the fourth estate.
As does the admiral, the reporter gets his assignment from superiors. But, unlike the flag officer, the reporter works for a profitmaking organization—or he doesn’t work.
Newspaper readership is at an all-time high and climbing, despite a decline in the number of daily newspapers. Magazine circulation is on the increase, also despite fewer magazines. Surprisingly, however, it is believed that more than 60 per cent of Americans receive all, or substantially all, of their daily intake of news from television and radio.
To the reporter and the majority of his readership, rank lends credence. Reporters, competing for news, also compete for credence. “The President is said to have . . “The Chief of Naval Operations announced . . . ” “Vice Admiral V. J. Day disclosed today . .
The flag officer is a marked man, one to whom reporters and the community look for the “real” story about happenings to—or in— the U. S. Navy, its men, and its ships.
The standard confrontation between reporters and Navy spokesmen usually takes two forms: the interview and the formal news conference. Radio and television people, incidentally, are sensitive about the distinction between the terms “news” and “press” conference. News conferences must be well planned and started on the right track, in the right setting with the right photographic background. Understandably, however, some of the best wartime news conferences have been held informally, out in the open, with battle damage as the background. What is important is that the conferences start with a solid statement of what is proposed as news. Desirably, the opening should be short, about five minutes in length. A statement should be available for accurate quotation by newsmen.
Even to experienced reporters, a hard-hitting, factual statement to open a news conference may be so informative, so newsworthy | as perhaps to forestall the delicate, even “embarrassing” questions during the question-and-answer period that inexperienced persons holding news conferences fear the most. Nothing during the “Q, and A” portion of a news conference, however, shatters the spokesman’s image of credibility more quickly than his continual reference to a subordinate j before responding to questions.
News conferences mustn’t drag. When interrogators appear to be repeating themselves, public affairs officers should take over, calling, “Time for one or two more questions.”
Initial, direct relationships with media 1 probably will come with requests for interviews. Many reporters decline to deal with public affairs officers or, for that matter, with intermediaries of any sort. Many prefer—and will demand—to talk only to the boss.
It is in the granting of “exclusives,” or “background briefings” that many senior commanders get themselves into trouble. Official spokesmen are tempted from time to time to drop news of interest to “friendly” newsmen. Like lending money, it is a guaranteed way to lose friends, for two reasons: First, other newsmen learn that you have favorites; and, second, the chap who gets the exclusive has prima facie evidence that you can’t be trusted!
Recognizing that generalities are always dangerous, let us push on and try to formulate some working rules for the Navy spokesman in his confrontation with the press.
- Never forget that, no matter how broadly informed a reporter may be, he depends on you to furnish the expert information about the Navy.
- Never call a news conference without having “hard” news for dissemination.
- Don’t fear reporters, or a “Q and A” session. Don’t hesitate to say, “I don’t know,” when you don’t. Make sure a reporter gets his answer, if it is not classified, within his time frame.
- What is said to the reporter is attributable to you or the Navy. If it can’t be printed, taped or filmed, don’t say or do it!
- Never fall back on “no comment” in response to questions. “That’s classified,” or “I can’t talk about it at this time,” is far more acceptable.
- Never grant an “exclusive,” no matter how much you like or trust a reporter.
- Be friendly, fair, frank, and factual. Don’t stall with an answer to a question.
- Don’t dodge reporters. They will write their stories from what sources they can find.
Relations with nearby communities can be difficult, but good relations are always desirable. In fact, community relations are not a matter of a commander’s elective to implement or not as he sees fit. They are required by Department of Defense directives.
A Washington newspaperwoman once wrote, “Whenever two people get together, it’s a society. If they have a drink, it’s a party.” Whatever people in the Navy think of themselves, they are, in fact, part of two societies; one is their compact, sometimes “inbred” Navy community; the other is the society of which their own service group is a part.
Commanders hold two aces in helping build good community relations; these are their Public Affairs Officers and the respective Executive Secretaries of the Chambers of Commerce in their communities.
“Chamber Executives,” as they are called, are paid by their members, local merchants, and professional people. They have their fingers on all the economic facts of life—and almost everything else—in their communities. As the principal economic watchdogs locally, they already will have included Navy input into their communities’ total economic worth.
Public officials listen to them. They are consulted on almost every matter of public or community concern. They will work for the Navy because they know how important it is to the economic welfare of their community.
Navy spokesmen should make the first overtures in dealing with local officials. A naval activity is part of the community, whether it is a wellspring of community economic existence, or contributes only a relatively small share to a community’s total economic, political or social fabric. A ship belongs to her home port. In an overseas environment, good community relations may be the difference between enthusiastic acceptance of U. S. objectives and policies, or at best, their quiet rejection.
Bad community relations abroad, on the other hand, may prove to be the seedbed of ugly diplomatic incidents requiring intervention by other U. S. agencies, relief of command, or in extreme cases, critical national re-evaluation and enunciation of U. S. objectives, which can result in acute diplomatic embarrassment.
Generally, audiences come to hear speeches because of the “importance” of the speaker.
Flag officers should plan to make all the speeches relative to their commands, and should send a subordinate only when it is absolutely impossible for them to keep the date themselves.
All important speeches are “covered,” that is, newsmen generally attend. Nothing said during a speech or even a conversation afterward, is “off the record.” Speeches should be prepared carefully with the knowledge that they will be quoted, and prepared well in advance to permit adequate reproduction. Sufficient copies should be available for newsmen to permit them to make accurate quotations. Public affairs officers can help broaden coverage, perhaps even arrange live or taped radio and television coverage.
Where Navy public relations most often founder is in the area of accidents or “embarrassing” incidents, the so-called “minus” stories.
Conflict and misfortune are basic ingredients in the day’s news. So are heroism, bravery, selflessness, and an individual’s ability, through training and discipline— self, or imposed from above—to overcome seemingly insurmountable odds.
No sane man deliberately causes an accident, which is what it remains until investigating boards and courts prove otherwise.
Two planes collide thousands of feet in the sky. One limps out to sea; the other crashes in a crowded metropolitan area. Both crews escape, parachuting to safety. In Suburbia, wreckage from one aircraft is strewn the length of a city block. Houses are afire; there are dead and injured.
Can it be denied the incident occurred?
A carrier knifes into a destroyer at sea. Messages are flashed; a search for survivors begins. Other ships arrive to help. As one vessel steams into port, ambulances scream alongside the pier, or line up silently.
Can one deny something is wrong?
A serviceman brawls in a saloon and kills a civilian. An officer or his wife, in a civilian community, murders—or commits suicide.
Try to deny it happened!
The Navy is a source of news; where it operates, except in rare situations, is news, too, and there will be those assigned to cover it simply because it is news.
When an accident occurs, “We’re investigating. Have a cup of coffee,” is better than “no comment.” If it is a major incident, newspapers, radio or television stations will seek coverage at both ends, with at least one reporter located as close as possible to the scene of the action, and with others hanging on to the coattails of the senior Navy spokesman in the area. If reporters are ignored, they will decide that the Navy is trying to hide something—and write it that way. A denial or request for a retraction the next day won’t get much play. “No comment” confirms what a newsman already knows, or has learned from another source.
Commanders likely to become news sources in accidents or serious incidents should demand the facts from their staffs as soon as possible, and amass such facts as are available before talking to newsmen. In the case of the plane incident, a typical statement might be:
“Two Navy aircraft from NAS Knotts collided over Prairie City at about 0800 this morning. Both crews are safe, but one of the aircraft crashed into the Manor Housing Development.
“We’ve sent ambulances, doctors and nurses to the neighborhood to help. Navy firefighting rigs are there with rescue equipment to help local authorities. Some injured are in the Navy hospital at Knotts and, when feasible, will be transferred to civilian hospitals.
“We’re investigating the incident. Both aircraft were on a routine mission.
“I want especially to commend Navy personnel for their promptness at the scene. But for their training and discipline, it is my opinion that considerably more disruption of the community would have occurred.
“I also have ordered Shore Patrol personnel to Police Headquarters to assist Chief Krantz in controlling traffic in the area.
“As soon as I have further facts on this incident, I will report them.”
And do it!
The same general scenario applies to incidents at sea.
Get the facts from the principals involved. Investigating boards will interpret them, not news sources. News media are likely to interpret the facts incorrectly without full disclosure by sources. If facts already are in the civilian domain, they must not be denied; nor should vague reference be made to “classified information.” If so-called “facts” are incorrect, that should be stated and the truth offered—with proof.
The Navy conducts public affairs because Americans have the right of access to what concerns them as taxpayers and voters, and what concerns them is not determined solely by the Navy. It is determined by news media, by Congress, and by the voters and taxpayers themselves. Navy public affairs activities function to separate classified material from that of concern to the American people. And, most importantly, the Navy conducts public affairs to aid in the recruiting of personnel it needs, and the retention of personnel desired.
To help achieve those aims, the Department of the Navy annually publishes a Public Affairs Plan (SECNAVNOTE 5720). The plan is devised by the Secretary of the Navy’s Policy Council and includes guidance from the Chief of Naval Operations and the Commandant of the Marine Corps. In general, the plan states that the Navy and Marine Corps have important, even vital roles in national security, and to fulfill them, each must have the best-trained personnel, the most modern equipment, and the necessary logistic support to gain—and maintain—a constantly high state of readiness.
Those goals can be attained only with full support from the American people and their Congress and to assure it, the naval service will continue to use all avenues of communication for the foreseeable future. And so, too, it is hoped, will the contributions of Navy flag personnel pace that effort for, as the present Chief of Naval Operations noted when he was Commander-in-Chief Atlantic Fleet a few years ago.
We live in an instant world. It is a world of quick constant change. It is a world of high visibility. It is an instant world because of microsecond communication, defying space and distance as we once knew it. It is also a world of change; more change in technology, scientific accomplishment, and management sophistication has occurred in the last 10 years than in the previous ten centuries.
In this environment, conduct of public affairs, the art of communicating rapidly, accurately, factually, to the many publics concerned, has become an even more vital responsibility of military command. In fact, the organization, direction, and expertise required to effect proper mass communication has become an instrument of our national policy.