When Politicians Learn to ‘Manage the Message’: What Alhambra’s Media Training Reveals

OPINION

A screenshot from the “Media Awareness” class for Alhambra City Council.

Alhambra’s elected officials took a class last month in “Media Awareness” called “Making the Media Work for You.” Here’s what they learned, and what one voter/media consumer/writer has to say about it.

By Melissa Michelson

In a media environment where trust feels increasingly fragile, presentations like this risk reinforcing a dynamic many people already worry about: politicians focused on shaping perception, and a media ecosystem that too often plays along.

As a voting, tax-paying member of the public, I expect elected officials to serve their constituents transparently and honestly.

As a weary media consumer, I’m no longer convinced that mainstream media fulfills its role as a watchdog to investigate, question and hold power to account.

And as a writer for this grassroots outlet, where “There are no shareholders here. No agendas. Just local journalism, powered by people who care,” I can only hope to contribute, in some small way, and fulfill that gap.

Managing expectations

Do you expect your elected officials to be polished storytellers, carefully managing how they appear to the public? Or candid, transparent leaders, who share accurate information, even when it’s inconvenient?

Do you expect your media to ask politicians tough questions and report back to you, even if that means they might make them uncomfortable and consequently be denied access in the process?

For about an hour, Paul Omodt of Omodt & Associates Critical Communications spoke to the Alhambra City Council about how to handle reporters and manage their message. I’ll admit, I was riveted.

“Live the Alhambra brand!”

Omodt opened by describing the media as an institution that few people trust, like, or respect, yet one that remains necessary. This construct immediately framed the dynamic for the Alhambra’s councilmembers: tension, if not outright opposition, between public officials and the press.

Because of that potential, he encouraged councilmembers to work with “trusted” media outlets to build credibility with residents. That assumption, that public trust flows through media relationships, isn’t a given. Trust, at least from where I sit, is something elected officials have to earn directly.

“Why Work with the Media?”

Omodt posed the question: why work with the media at all?

His answer: because it’s “really cheap” exposure that can “heighten your image,” reinforce key messages and “brand positions,” and through the media, politicians can reach a large audience quickly.

“I view them as a member of the city’s team—they work for me,” Omodt said.

That framing—of the media as part of the same “team”—is striking. Ideally, journalists and public officials serve the same public, but not the same function. One governs; the other – should— question.

Handling reporters

Some of the advice was practical, even reasonable. Don’t speculate. Don’t exaggerate. Don’t lie.

Other guidance raised more complicated issues.

Councilmembers were advised to be cautious with unfamiliar reporters—let calls go to voicemail, then research the outlet and ostensibly not be caught off guard with possible negative or inaccurate press responding. While understandable from their perspective, that advice also has the potential to limit access, especially for smaller or independent journalists and their readers.

The presentation advised the use of body language to “exude confidence,” “use hands,” and “don’t give off a negative vibe” because positive, affirmative language is perceived as more authentic.

Controlling the narrative

Some key takeaways from the presentation:

• Treat interviews as performances; prepare accordingly.
• Maintain control; don’t let the reporter dictate the conversation.
• Avoid “no comment” because the public will instantly think they are guilty
• Come prepared with just a handful of repetitive talking points because the public can’t handle more than that
• Use stories and metaphors; they resonate more than raw information.

He’s not necessarily wrong, but there is a difference between communicating effectively and narrowing what the public gets to hear.

What about tough questions?

Omodt’s advice: stand your ground and avoid being pushed into answers you don’t want to give.  Acknowledge the question, then tell reporters what they want the reporters to know, or just decline on the basis of confidentiality.

So where does that leave us?

None of this training is unusual. Media coaching is standard practice in politics, business, and beyond.

But it does raise a basic question:

Do we want elected officials who are highly skilled at managing their image and treat interviews with the press as performances—or who prioritize openness, even when it’s messy or uncomfortable?

And do we want a media ecosystem that caters to their polished messaging—or one that insists on clarity, depth, and accountability?

Those expectations aren’t just abstract. They shape what kind of information reaches the public—and what doesn’t.

“Making the Media Work for You” PowerPoint is available here. The video starts at around 3 hours and 30 minutes in.