How CEOs Should Prepare for Media Interviews in Malaysia

A CEO preparing for a media interview should understand the journalist’s angle, know the facts, anticipate difficult questions and decide what the audience should remember afterwards. In Malaysia, preparation may also involve disclosure rules, multilingual media, cultural sensitivities and knowing which company information can actually be discussed publicly.

A journalist asking, “So, how is business?” in a roadshow may sound considerably less intimidating than a board meeting.

Then comes the follow-up question. “Your revenue dropped last quarter. Are there going to be layoffs?”

Suddenly, that CEO might prefer to sit in the board meeting after all.

Media interviews are great, they give CEOs considerable credibility, put a human face behind a business and establish an executive as someone worth listening to.

They can also produce tomorrow morning’s headline from one badly phrased sentence.

So to prevent one throwaway line or misquoted message becoming a news headline, today our PR agency is going to explain:

• How to prepare for a media interview
• What NOT to say
• What Should You do when you can’t answer Genuinely, read this part at least)

Why Should CEOs Prepare Differently for Media Interviews?

A CEO is speaking as both an individual and a representative of the organisation, which means seemingly casual comments can carry corporate weight.

Interviewing the CEO usually signals something broader: Strategy, performance, reputation, industry direction, leadership or accountability. And that changes the stakes.

Preparation should cover more than knowing what the company wants to promote. A CEO should be able to explain:

• What happened
• Why it matters
• What the company is doing
• What evidence supports the answer
• What cannot currently be discussed
• What the audience should understand afterwards

This becomes even more important when the company is facing scrutiny or is facing a crisis.

“A media interview after announcing a new factory is one thing. An interview after a factory incident is quite another.”

How Should a CEO Research the Journalist Before an Interview?

Know who is interviewing you, what they normally cover and what story they are probably trying to write.

Spend ten minutes looking at the journalist’s recent work.

1. Do they cover business, technology, property, politics, consumer affairs or financial markets?
2. Have they written about your company before?
3. Do they normally conduct short news interviews or detailed profiles?

Then research the publication itself.

A CEO speaking to a Malaysian business publication like The Edge may receive questions about margins, expansion and investment.

While mainstream news outlet like FMT might care more about employment or public impact.

Radio and television presenters need shorter answers that listeners can understand immediately.

The questions can also differ between Bahasa Malaysia, English and Chinese-language media depending on the publication and audience.

There’s a lot of variables, hence why the CEO (or personal assistant) should thoroughly do their homework first.

What Should a CEO Know Before Saying Yes to an Interview?

Ask what the interview is about, who the audience is, what format will be used and how much time has been allocated.

Your communications team should establish the basics beforehand, in fact when in doubt, refer to your PR/media contact.

Find out:

• What is the main topic?
• Why has the CEO been approached?
• Will the interview be live or recorded?
• Is it television, radio, video call, phone or face-to-face?
• Is the journalist speaking to other companies?
• How much time is allocated? (VERY IMPORTANT)
• Will photographs or video be taken?
• Is the interview connected to breaking news?

You may not receive the exact questions in advance, and that is normal but you can absolutely still prepare for the subject.

If the journalist wants to discuss Malaysia’s data-centre expansion. Corporations can prepare for questions such as:

• Effects on the environment
• What is the company doing for sustainability and water usage
• Investment, Infrastructures and job opportunities

Journalists want to tie that topic into a broader national discussion.

How Many Key Messages Should a CEO Prepare?

Prepare a small number of messages the audience should remember, then support them with facts, examples and plain English.

Media training often teaches executives to identify several key messages before an interview. We have a whole blog about this, but a message house is a super useful concept for this.

Prepare your messages, but do not become a talking-points vending machine, don’t keep mentioning “we are committed to innovation” when a journalist is clearly not asking that.

A useful message might look like this:

Message: We are continuing to invest in Malaysia.

Evidence: RM30 million committed to a new facility.

Example: The expansion will add two production lines.

Impact: Approximately 80 new roles are expected once operations begin.

That already gives the journalist enough material to shape a clear headline, for example:

“Company X Expands in Malaysia With RM30 Million Investment in Two New Production Lines”

Or, if jobs are the stronger angle:

“Company X to Invest RM30 Million in Malaysia, Adding Two Production Lines and 80 Jobs”

This is why specific facts matter. A journalist can work with RM30 million, two production lines and 80 jobs. They can do much less with “we remain very excited about our journey”.

How Should CEOs Prepare for Difficult Questions?

Ah now, we’re in the interesting part. First, write down the questions you would least like to be asked, then practise answering those first.

This is probably the most useful media preparation exercise a CEO can do because “hoping for the best but expecting the worst” is quite literally every spokesperson motto.

Hardball questions you can practice:

• “Why did profits fall?”
• “Are staff being retrenched?”
• “Why are customers complaining?”
• “Is your company being investigated?”
• “Did management know about this earlier?”
• “Why should anyone believe you?”

Those are the questions that expose weak preparation.

Your PR or communications team should conduct a mock interview and push beyond the first answer.

A difficult interview rarely consists of one uncomfortable question too. The follow-up is usually where executives get into trouble, BIG trouble.

For example:

Journalist: Are you planning layoffs?

CEO: We have made no decision on layoffs.

Journalist: So layoffs are being considered?

What Should CEOs Avoid Saying During a Media Interview?

Knowing what not to say can save you from becoming tomorrow morning’s headline for all the wrong reasons.

Thanks to real-life examples of certain CEOx spewing stuff they honestly shouldn’t, we think this is an important section of the article.

Interviews move quickly, and CEOs sometimes feel they need to fill every silence or answer every question immediately. You don’t, take your time and think first.

Here are some things to watch out for:

• Don’t speculate.
• Don’t guess figures.
• Don’t blame someone prematurely.
• Don’t reveal confidential information.
• Don’t make casual predictions.
• Don’t repeat negative allegations unnecessarily.
• Don’t attack the journalist or be defensive.
• Don’t assume anything is off the record.
• Don’t speak in corpo speak.

Specifically, if a journalist mentions something that you do not agree with, don’t say “Actually, you’re wrong.”

Correct the point calmly instead: “Just to clarify, that’s not quite accurate. What happened was…”

What Should a CEO Say When They Do Not Know the Answer?

Say what you know, acknowledge what you do not know and offer to verify information that can legitimately be provided later.

CEOs are allowed not to know things, but it’s how you phrase your answer that really matters. So, let’s run through some scenarios.

1. The CEO knows the answer generally, but not the exact number

“I don’t have the exact figure in front of me, and I don’t want to give you the wrong number. Our team can verify that after the interview.”

For an online or print article, the PR team can often provide the confirmed figure afterwards. For live TV or radio, there is obviously no “we’ll fix it before publication”, so preparation matters more.

2. The CEO knows someone else in the company has the better answer

There is no need to pretend the CEO personally knows every technical detail.

“Our operations team would be better placed to give you the technical breakdown. What I can tell you is…”

This lets the CEO redirect the technical detail without avoiding the broader question.

For example, if a journalist asks about the precise mechanics of a cybersecurity incident, the CEO may address customer impact and company response while leaving forensic details to the security team.

3. The information is still being verified

This is especially useful during breaking news or a crisis.

“We’re still verifying that information, so I don’t want to speculate. What we can confirm at this stage is…”

The second sentence matters. Stopping at “we’re still investigating” can sound evasive. Give the journalist whatever confirmed information is available.

4. The CEO knows the answer but cannot disclose it

That is very different from not knowing.

“I’m aware of the details, but I can’t discuss them while the matter is under review. What I can share is…”

This could apply to ongoing negotiations, employee matters, litigation, acquisitions, regulatory issues or commercially sensitive information.

For a Malaysian listed company, the CEO also needs to consider Bursa Malaysia disclosure requirements before discussing potentially material information publicly. (More on this below)

5. The journalist asks for a prediction

This one can catch CEOs surprisingly easily and it’s quite common, so be extra ready for this.

Journalist: “Do you expect revenue to increase 30% next year?”

The CEO might be tempted to answer casually: “Yes, I think we can probably get there.”

That sentence can suddenly look considerably more serious in print and if your shareholders happens to see that statement, they see it as a confirmation.

A better answer might be:

“I wouldn’t want to give you a figure we haven’t formally guided for. What I can say is that we expect demand to remain strong based on the orders we are currently seeing.”

The CEO still answers, but does not manufacture a forecast on the spot.

6. The question contains information the CEO has never heard before

Imagine:

Journalist: “We’ve been told three senior managers resigned this morning. Why?”

If that is genuinely news to the CEO, don’t improvise.

“That’s not information I’ve been briefed on, so I’d rather verify it before commenting.”

This is much safer than accidentally confirming the journalist’s premise by trying to explain something you do not know happened.

7. The CEO cannot answer because of privacy or confidentiality

Sometimes the journalist’s question is perfectly reasonable, but the company simply cannot provide the requested detail.

For example:

Journalist: “Was the employee involved dismissed?”

A CEO could say:

“We don’t discuss individual employee matters publicly, but I can confirm that the company has completed its internal review and appropriate action has been taken.”

What Should CEOs of Malaysian Listed Companies Be Careful About?

Executives of listed companies should know what information has already been disclosed and avoid selectively revealing material information during an interview.

Bursa Malaysia’s Corporate Disclosure Guide addresses disclosure to journalists, analysts and fund managers. It states that certain material information should not be disclosed externally unless it has first been announced to Bursa Securities or is disclosed simultaneously.

Examples can include specific acquisition plans, certain corporate exercises, earnings forecasts and material contracts.

This means an interview cannot become:

“Since we’re chatting anyway, I can tell you we’re probably buying a competitor next month.”

Please do not do that, that may be a much bigger statement than the CEO realises.

Before a listed-company CEO meets the media, the communications, investor-relations and relevant legal or company-secretarial teams should be aligned on:

• What has already been publicly announced
• What remains confidential
• What figures can be discussed
• Which forward-looking statements are appropriate
• Which matters require formal disclosure first

Bursa Malaysia itself has included media interviews as part of PR and investor-relations preparation for senior management of public listed companies, so when in doubt, check it out.

How Should CEOs Answer Without Sounding Scripted?

Use conversational language, answer the question directly and explain difficult ideas the way you would to an informed colleague.

Corporate jargon becomes especially noticeable when spoken aloud.

“We continue to strategically optimise our organisational capabilities to drive stakeholder value.”

If nobody at home or even at office lunch d speak like that, perhaps reconsider putting it on television.

Use shorter sentences! Bite size bits that journalists can’t easily misquote you.

Instead of: “We are committed to sustainability.”

Try: “Our Shah Alam facility reduced electricity consumption by 18% last year, and we are applying the same changes to two other sites.”

Specific answers are more believable and more quotable.

Your own media coverage also benefits from having a spokesperson who can provide clear quotes and verified information rather than forcing journalists to extract a usable sentence from several minutes of corporate language.

“The golden rule when dealing with journalist is make their job easier to do.”

Should CEOs Ever Say “No Comment”?

Usually, explain why you cannot answer instead of stopping at “no comment”. Which we have a whole article dedicated to this cursed word in our industry.

Now, there are legitimate reasons not to answer a question.

The matter may involve:

• Ongoing litigation
• Employee confidentiality
• Regulatory investigations
• Commercial negotiations
• Undisclosed financial information
• Personal data
• Security matters

But “no comment” often creates more intrigue than necessary, it insinuates that you are hiding something, making you look guilty until proven innocent.

Compare: “No comment.”

With: “The matter is currently before the court, so I can’t discuss the details. What I can confirm is that the company is cooperating with the process.”

The second answer still maintains the boundary, but it gives the journalist something accurate to work with.

Should CEOs Assume Anything Is Off the Record?

Never casually assume that a conversation is off the record simply because the formal interview appears to have ended.

The microphone may be off but the journalist’s ears are not.

Executives sometimes relax once the interview finishes and say something considerably more interesting while walking towards the lift or sending the journalist to the door.

Treat everything around a media interaction professionally.

If an off-the-record conversation is genuinely necessary, the terms should be clearly agreed with the journalist beforehand.

“Actually, don’t publish that” is not going to work, especially if it sounds WAY too juicy to pass up.

How Should CEOs Prepare for Different Interview Formats?

As mentioned, television, radio, phone, written and recorded interviews require different preparation.

For live television or radio, answers need to be shorter because there is little room to correct a wandering explanation.

For recorded interviews/podcast, do not assume a ten-minute answer will survive intact. A short sentence may be the part that appears in the final report.

For phone interviews, tone matters because the journalist cannot see your expressions or body language.

For video calls, camera position, audio quality and surroundings matter more than people expect.

For written Q&As, there is more time to formulate answers, but resist turning every response into a miniature annual report.

Malaysian executives may also move between languages depending on the outlet. If the CEO is likely to answer questions in Bahasa Malaysia and English, rehearse facts and terminology in both beforehand.

How Should CEOs Handle Crisis-Related Media Interviews?

During a crisis, preparation should prioritise verified facts, accountability, empathy and what the organisation is doing next.

Crisis interviews are different because people are not merely looking for information, they are judging behaviour and more importantly, the reaction.

Imagine a scenario where a chocolate product in a retail store is found with damaged packaging and signs that it may have been tampered with.

Poor answer:

“I think this was probably caused by an individual employee, but we’re still checking.”

Now you have potentially blamed someone while admitting that the facts are not confirmed. If that assumption turns out to be wrong, the company now has two problems instead of one.

Better answer:

“We are still investigating how the product was damaged, so I do not want to speculate about the cause. The affected product has been removed, the relevant store and handling process are being reviewed, and we will share confirmed findings once the checks are complete.”

This answer does three things better.

1. It avoids speculation or blame
2. Explains what action has already been taken
3. The public knows what will happen next

Corporates may not answer every question, but showing they have acknowledged the situation and acted on it is more than enough.

What Should CEOs Do After a Media Interview?

Follow up on promised information, correct genuine factual misunderstandings quickly and review what can be improved next time.

If you promised the journalist a statistic, document, photograph or clarification, send it promptly. That is basic media relations, but it also affects how easy your organisation is to work with.

If something genuinely inaccurate has been published, raise it professionally with the publication through an email, have it black and white.

Malaysia’s Media Council now operates a complaints mechanism covering issues involving journalistic practices, media ethics and news content, although direct resolution with the media organisation remains an important part of the process.

Do not treat every headline you dislike as an error.

There is a difference between inaccurate reporting and a journalist choosing an angle your company would not have chosen itself.

After the interview, review:

• Which questions were difficult?
• Which answers were unclear?
• Which messages were actually used?
• Were important facts missing?
• Did the CEO sound natural?
• What should be prepared differently next time?

This is a learning process and trust us, the spokesperson or CEO gets better with time and practice.

How Can CEOs Prepare for Media Interviews in Malaysia Without Sounding Like PR Robots?

To round up everything we discussed, CEOs should:

1. Know their subject well enough to speak naturally.
2. Understand the journalist’s purpose.
3. Know what can and cannot be discussed.
4. Prepare for uncomfortable questions.
5. And when they do not know something, they have enough confidence to say so.

For companies in Malaysia, that preparation should also account for local media audiences, different interview formats, multilingual communication and, for listed businesses, Bursa Malaysia disclosure requirements.

And if you can give a successful interview with no controversy or misattributed quotes, that’s a good day in PR.

Frequently Asked Questions About CEO Preparing Media Interviews

How should a CEO prepare for a media interview?

Research the journalist and publication, understand the interview angle, prepare several key messages, verify important facts and practise difficult questions with the PR or communications team before the interview.

What should a CEO avoid saying during an interview?

Avoid speculation, confidential information, unsupported figures, personal attacks and statements outside your area of knowledge. Listed-company executives should also be careful about material information that has not been appropriately disclosed.

Why is media training important for CEOs?

Media training helps CEOs answer difficult questions clearly, remain composed under pressure and communicate company information accurately without sounding evasive or overly scripted.

How should CEOs answer questions they cannot discuss?

Briefly explain why the information cannot be discussed, then provide any verified information that can legitimately be shared. This usually communicates more effectively than simply saying “no comment”.

Do CEOs need to prepare for Bahasa Malaysia interviews?

If the CEO may speak to Bahasa Malaysia media, key terminology, statistics and messages should be rehearsed in the language likely to be used. Preparation reduces awkward translations and inconsistent explanations.

Are CEOs allowed to ask journalists for interview questions in advance?

They can ask for the interview topic or areas of discussion, and some journalists may provide questions. Journalists are not generally obliged to supply exact questions, so CEOs should still prepare for reasonable follow-ups and unexpected angles.