The chairman gives the impression that he is there to take charge of the situation -- that there will be no cover-up. He also comes across as a sensitive person. Importantly, he doesn't say much about the accident, but still manages enough sound byte for the television.

The airline chief's `spontaneity' wins him friends. But was that really aspontaneous reaction? ``Not at all,'' says Mike Slater, director of The Communications Partnership, a UK-based media consultancy firm. His firm is part of a strategic communications grouping, which includes Quadrant Public Relations, Quadrant Broadcast, Quadrant Media Design and Wales & Westminster Communications. Slater reveals that there was no spontaneity in the reactions of the airline chief. ``All he did was to follow the basic principles taught at a media training workshop in the UK,'' says Slater. And to emphasise this point, he adds, ``I dissuade managers from giving off-the-cuff interviews''.Slater feels that media training should be a key element in the executive training programmes of organisations.

``Statistically, anything could go wrong with any company. The top management should know how to minimise the damaged to the reputation of their company in a crisis situation. This calls for intensive media training of corporate professionals,'' says he.Slater spent 30 years in the print andaudio-visual medium before deciding on a career in media consultancy. A business degree helped in venturing into the management of media. His firm, The Communications Partnership, now commands an impressive clientele in the UK.Slater trains executives on how to prepare for media interviews.

``Journalists knows their audience. But that's not the case with the interviewees. We train corporate managers in a manner that they are able to anticipate the questions of the journalist, as also ascertain the reactions of the audience,'' he explains.``Journalists are seekers of stories, and not the truth in most instances. So, never give off-the-cuff interviews,'' he warns.``At the same time, ensure that the journalists don't have to go to another person to get the quotes,'' he adds.``Don't be paranoid about talking to the press,'' Slater tells managers who stay away from the media.``I tell them that media is a reality. If you don't talk, someone else will... and that is dangerous,'' he says.

``For instance, in thecase of the British Midland air-crash, if the chairman had not spoken to the press, the journalists would have chased the local politician or the guy who was sacked from the company just the other day, or so on. Irresponsible remarks from these people could damage the image of the company. And you can't blame the mediapersons. They need to do their job. A TV bulletin, for instance, cannot be repeated over and over again without any fresh inputs. Hence, it is most important for the top managers to keep the press informed in a crisis situation,'' Slater says.

Is media training necessary for the middle management in a company? Slater believes that they too need to understand the media. ``They are the people who operationalise the plans made by the top management. So, in certain companies, the middle management too receives media training,'' he adds.``Take the case of an electricity supply company. It is not the CEO, but the technician or the district engineer who people want to hear in crisis situations. Insuch companies, the middle and lower level employees must be trained to handle the media,'' informs Slater.During his tenure as executive editor with HTV in the UK, Slater had initiated media training for police officials and fire brigade personnel.

``It was interesting to get the police officials to give good interviews,'' he reminisces.``In the public sector, top managers can no longer hide behind ministers. Public accountability in this sector has grown manifold as a result of environment consciousness, performance orientation, etc. Managers in the public sector have to be pro-active and honest to the public. The management must build an impression of being a caring organisation, which is service-oriented,'' says he.``Of course, investigative journalism will keep the public sector top management on their toes,'' adds Slater.

Is it necessary for managers to reveal every detail to the press? Slater does not believe so. ``Be as open as possible. But for legal reasons, if certain documents need to be heldback from the public for a certain length of time, such as those concerning insurance, etc., managers must take the decision in the interest of their company,'' he says.``It is not possible to be entirely objective at all times. You need to say things that suit your company's interests.

Besides, what is considered ethical is a matter of perception. Mediapersons too carry their social-cultural baggage while writing reports. Story selection too is determined by what the competitors are doing. Under these circumstances, managers must learn how and when to air their views to the press,'' says Slater.The Communications Partnership is also associated with The Thomson Foundation, a charitable trust that takes up the training of journalists in new democracies. ``With the collapse of the Berlin Wall, a host of countries were freed from the clutches of communism. Journalists from Hungary, Poland and others are being trained on how to report in a democracy,'' Slater says.