Several years ago as a young PAO, I had some very specific and wild thoughts on how our higher headquarters should respond to a reporter’s query. I spouted off my big plans to our higher headquarters’ PAO, a lieutenant colonel, who simply responded, “If that’s really what your commander wants to do, we’ll look into it.”
Of course, I had to backtrack. I had no idea where the commander stood on this issue or generally how he felt about adopting a new and aggressive approach to media relations. It was an important lesson to learn early: always know you’re speaking for your commander.
When acting in an official capacity and discussing organizational issues, you’ve got to put many of your personal opinions about Public Affairs approaches and postures to the side. You’re the commander’s communications advisor and personal spokesperson. This means, by default, the things you say represent the commander’s position. Be aware of this, and don’t inadvertently misrepresent their stance on an important issue.
The balance here is knowing and understanding your commander’s vision so well that you can speak for them, and like them, without always checking with them.
With the Media. Know you are exactly in line with what the commander wants and expects. In your command’s briefings, you only write down the ops or intel information that you need to take action on. Likewise, reporters are listening to all our fluff to find those one or two newsworthy nuggets. Align those with your commander’s communications plan. The good news here: I haven’t worked with a U.S. military commander who didn’t prioritize (1) truth and the organization’s credibility, and (2) the idea that more background and context, told with care and precision, helps the organization’s mission.
With other PAOs. Remember, the stakes are high. You speak for a military commander, that carries a lot of weight. Make sure you are wielding that weight and power along the commander’s intent. Your higher headquarters PAO may ask you, “Is that what your commander said?” Watch out for those times you’re talking about your vision, but you’re not sure its in line with the boss. Dangerous business.
Just like you, they are their commander’s communications advisor. Your higher headquarters’ commander cares about what your commander wants to do, and will factor those recommendations into their decision making. Likewise, your higher headquarters PAO will take your recommendations to their leaders as official positions.
Within your organization’s staff. People on your team, even other staff primaries, know you’re on the boss’s personal staff and will come to you to get a sense of the commander’s thoughts and priorities. When the ops or intel staff asked me “Do you think we’ll still be doing this mission a month from now?” they really didn’t care what I, one of the junior dudes on the staff, thought. They did care what I knew as the commander’s communications advisor who could have talked to him about it. Aware of this, I said, “Here’s what the commander has said about it …” Problem solved, and our staff leaders were able to stay consistent with the party line, rather than walk away from a useless conversation about some jerk PAO captain’s opinions.
The best thing you can do is take as much access as you can get to your commander’s words. Listen to him or her speak during meetings, discussions and presentations. Get CCed on the e-mails they send to senior leaders and subordinates alike. Travel with the commander when you can. Talk to them about important issues and their interpretation in the media, to learn where they stand. And since you’re their communications advisor — give them feedback on how to further drive their messages.
When you strike the balance, the conversation should go like this, “Is that what your commander said to do?”
“No, but if I asked him that’s what they would say.”
Others are talking to you because of the leader and organization you represent. Know their agenda, and your own.
(Photo by Lance Cpl. Samuel Lyden, DVIDS)
