1. Interviewing that Works
John Couper
Business Resource
March, 2012

2. Why do we interview?
 To
 Gather important facts and ideas
 Learn another perspective
 Learn as your readers would like to
 Collect supporting and alternative details
 Get additional contacts
 Add a personal view to the story
 Add credibility and authority
 Deepen the story with experiences

3. 1. Principles a)
 Be as specific as your goals and knowledge allow
 Know when to give up control
 Give them some freedom… but don’t lose your way
 Learn all you can
 but don’t pretend to know more than you do
 During the interview, write down one-word reminders
of questions to ask later
 If the interviewee tends to talk in generalities, ask for
specifics, and vice-versa;
 get examples to
 Clarify
 Add depth to the story

4. Principles b)
 Keep questions simple but provocative
 Put readers’ priorities first, yours second
 Connect interviewee goals to the first two
 Know your goals, but be ready to change them
 Avoid obvious questions (“was that painful?”)
 Be skeptical
 not adversarial or completely accepting
 Ask only for what they really know about
 For specific information, ask “when” questions:
 "When did you realize you would need open-
heart surgery?"

5. Principles c)
 Repeat questions
 Put yourself in your readers’ shoes
 Get clarification and definition
 Use the Silent Treatment
 Be tactful with their emotions
 Be courteous
 Be brief
 Treat the source as a person

6. Principles d)
 Focus on what is being said, not on your next
question
 Try to make it a conversation
 Use critical listening skills; be curious
 Talk as little as possible
 Listen for what isn’t said
 Never act embarrassed or judgmental

7. An interview as “Social space”
 A social opening we offer
 Ex: questions, silence, inquiring expression,
respect
 Present the article as social space for them
 Will allow them to reach out to readers
 Listen very hard, respond well
 Respectful but with self-respect
 Show how helping you will also help them

8. 2. The angle: your initial focus
 Why is an angle important for an interview?
 To narrow the range of questions
 To make the interviewee more comfortable
 To help “pre-write” the story
 To increase your confidence
 Sources of good angles
 Start with what readers and subgroups want
 A variation of what you saw in another paper
 What another source suggested
 Find a new perspective on the topic
 Something you’ve wondered

9. 3. Preparing a)
 Most interviews are as good as their
preparation
 Choose the person to talk to
 A preliminary interview of someone else can
help
 Doing research will
 inform questions,
 suggest followup questions,
 save time, and
 impress interviewees.

10. Preparing b)
 Start from what readers want to know and should
know:
 topics, length, detail, background;
 talk to readers to learn what they want on the topic
 Include the specialty of the interviewee
 Remember this is their passion
 Work from the latest and most authoritative sources
 mark facts that seem uncertain, to ask tentatively
 Start from a fact, turn it into a question
 Ask colleagues for info you don’t have

11. Preparing c)
 Get “insurance” or backup questions
 with more sources and contextual information
 Useful when one line doesn’t work
 Try to learn what the source likes to be called;
 err on the side of respect/formality
 Have at least 30-40 questions for each hour of interview
 Have one sheet with background to refer to,
 but use numbers to connect each to related questions
 List three angles that could work, in order of priority
 Have a list of how the interviewee could benefit;
 use this if they are reluctant or edgy

12. Preparing d)
 Gather background on topic
 Be ready for quotes, color, anecdotes, background,
information
 Pre-outline the story, to help develop and focus
questions
 Plan questions but be ready to change focus
 Try to learn their interview style
 e.g., formal/informal, antagonistic/collaborative
 Imagine yourself with them, feeling calm and confident
 Review and practice your questions before the
interview
 so you don’t need to read them during interview
 meet first with a key source
 This will help with later sources

13. Preparing e)
 Try to create a “shape” to the
questions/session
 Start with a set of related questions, logical
progression
 Consider the story’s implications: future
impact, side concerns
 look for what is missing/absent/unknown
 this usually impresses interviewees
 Always be ready to change/adapt your angle

14. 4. Creating Rapport a)
 First impressions
 Smile when you meet, breathe deeply
 Plan and practice your first lines
 Keep up eye contact
 Wait to be asked to sit,
 but know where you will sit if you can choose;
 don’t sit directly opposite or too close, beside them
 An angle of about 90 degrees works well
 can say “If it's OK with you, I'd prefer to sit…”
(and indicate where)

15. Creating Rapport b)
 Copy their body language (crossing legs,
leaning, etc.)
 even their speaking pace and tone of voice
 Try to meet at a place where they can relax
 But away from their distractions and duties
 Explain your angle and what you want to know
 Listen well and respond to what they say
 Use the word “we” as often as possible
 Don’t be afraid of showing ignorance
 But always show curiosity

16. Creating Rapport c)
 Be sympathetic
 but never suggest you are on their side
 they will feel betrayed
 Find personal connections: from same area,
similar interests, etc. (but not too
personal/presumptuous)
 Let them feel occasional control
 e.g. “what would you like to tell me?”
 Relax but be professional
 Put yourself in their place, seeing you

17. Creating Rapport d)
 Be ready with an opener to make a connection,
 related to what you learned about their success
 Allow your own personality to come through
 Wear clothes similar to theirs to show respect
 if in doubt, dress slightly up
 Learn the names of their family if appropriate
 Develop and show genuine interest in the topic
 if you aren’t, why should they or readers be?
 Make sure you have a place to put your things

18. Creating Rapport e)
 Understand and address their priorities
 Don’t respond defensively to complaints or
worries
 be neutral but open to their points
 Putting the onus on yourself
 "I'm sorry, but I don't understand";
 "That's not quite clear to me. Do you have an
example?“
 Mildly humorous self-deprecation is powerful

19. 5. Organizing questions
 Why organize?
 Helps confidence,
 makes sure to remember,
 keep you on track,
 reassures the interviewee,
 shows authority, respect and preparation,
 gives you a reason to look away
 Group questions by topic
 Write a 1-word index on the left to find quickly
 Start with easy questions
 but quickly shift to substantive

20. 6. Kinds of question a)
 Funnels and tunnel questions
 Narrowing funnel: generalities to specifics
 use when you know less, to relax interviewee
 Gives more control to interviewee
 Broadening funnel: specifics to generalities
 use when know more, to engage interviewee
 Gives more control to you
 Tunnel: one informative level (use when know
exactly what you need to know on topic)

21. Kinds of question b)
 Logical: inner process of the story
 What affects what, and why
 Chronological
 Historical, sequential
 Action/impact
 The consequences of one thing on another
 Experiential: recount what it was like
 A personal account is vivid and relaxes them

22. 7. Asking questions a)
 Four ways to make questions work:
 listen and encourage;
 use silence;
 make statements requiring confirmation/denial;
 summarize and move on.
 Start with easy questions: general or specific
 “I'd like to start by checking how you spell your
name...”
 Opening questions:
 Typical day/meeting, etc.; unusual combination,
question that is specific but links the main issues,
 Get key facts early, in case the interview ends early

23. Asking questions b)
 Remind them of the topic before the first
questions,
 gently and diplomatically and never abruptly;
 make them feel confident
 Have both social and journalistic questions
 Choose your time to move to the main topic
 usually in the first 3 minutes
 But less if they are very busy or important
 Rehearse how to bring back to main topic
 Practice smooth delivery of the first and last
questions

24. Asking questions c)
 Ask an unusual question, topic or combination
 Ask for the contrary view, then ask them to respond
 Re-ask the same question in a slightly different way
 Questions that help get the whole story
 “When did this start? And then? What of the future?”
 “How would you explain that to a layman?”
 “Why did it happen that way?”
 If in doubt, ask the best “W” question
 Be as specific as possible
 Work out one question for each subject
 Practice making your questions brief and clear

25. Asking questions d)
 Have both general and specific questions
 Use the one that relaxes the interviewee
 Always ask questions that lead to elaboration,
 not “if” or yes/no
 Save tough questions for near the end
 open-door questions at the end
 Ask for documentation and further leads
 to show you are curious and engaged
 Avoid leading questions as much as possible
 Note the setting and their style if appropriate
 Pick an angle, then be neutral and unpredictive

26. Asking questions e)
 Plan the wording of key questions carefully
 consider the implications of words
 Leading questions are useful when rapport is good
 2-part questions:
 If they are relaxed, they answer the part they want
 “Echoing”: repeat their statement to get more detail
 Make your questions suit your interviewee
 People resist hypothetical questions when they
 like facts and figures
 are defensive/pompous/tentative/afraid,
 Creative people welcome a “what would you do if…?”
approach and will freewheel away into fantasy, which
can make for good copy

27. Asking questions f)
 Open vs. closed questions
 Open: encourage elaboration and explanation
 Closed: get clear, declarative information
 Show that it matters to you, and make sure it is
sincere
 find a way to care
 Be ready to ask important questions when a related
topic comes up so it isn’t artificial
 Try specific questions
 then move on to summary or category issues
 End with “anything else?” questions

28. 8. Followup questions a)
 Get details with process related questions (“how”)
 Pose an explanation and have them correct it
 Sympathetic Noise…
 "You feel very strongly about that, don't you?"
 Questions that ask for their approval or interest can
be better than direct
 Ask not only about that topic, but if know of other
story that might be good
 Followups that work:
 “…don’t you think?”
 “what evidence do you have for that?'
 “I take it that means ‘yes’”

29. Followup questions b)
 Amplification: 'What exactly did the job
involve?' 'Could you tell me more, for
instance…”
 Clarification: “That was the same year?”,
or checking on their sense of a key word
 Leading: useful as long as they don’t force a
particular answer or reflect a strong
assumption

30. Followup questions c)
 Use a four-second pause to make a good
answer a much better one
 Look for and note a word or phrase that
would lead to a good followup
 Summarise what they have said, restate it
and then you can move on.
 "Did I make myself clear?" is less
confrontational by putting the focus on the
reporter
 “So what you're saying is…” Now I'd like to
turn to…” “Let's see if I've got this right…

31. 9. Probing
 Flattery: “Someone who's gone as far as you
in such a short time is a real inspiration.”
 pose a similar but hypothetical situation
 suggest dissatisfaction with nonverbals
 tell a story
 float a rumor: “some people say that…”
 Suggest/guess:
 “Is a cost of $1 to $2 million a safe estimate?'

32. 10. Noticing
 Watch carefully their responses (and lack of)
 When people talk, they are less aware of their
behavior
 Look for indications of more information
 Their pauses, looking away, make a face, etc.
 Notice when they cross their legs or arms, or
start moving their feet
 This might show discomfort or tension

33. 11. Listening a)
 Listening is active
 hearing, imagining and understanding
 during an interview, listen intently
 Pick up nonverbals in voice, pauses, change of tone
 Listening
 increases rapport and
 prepares you to get the answers you want
 Use “listening’ body language
 use nods, head tilts, leaning forward, smiling, raise
eyebrows for a question
 Practice nodding to make sure it is “natural”
 avoid nodding more than twice;
 notice and use the body language they respond best to

34. Listening b)
 Use silence to look thoughtful, attentive,
 encourage elaboration
 Listen carefully to exact words the interviewee, e.g.
 their eagerness or reluctance to answer particular
questions,
 tone or strength of voice,
 pauses, omissions,
 what makes them animated,
 signs of reluctance
 When their voice drop or slows, the topic may be
significant or the interviewee has reservations
 Don’t just ask questions, but seek confirmation:
 “I understand you have a house in Boise”

35. 12. Be responsive
 Show you are listening and change
expression to encourage more information
 Use a variety of nonverbal prompts, like “uh-
huh,” “I see”, small looks of surprise and
interest
 Be ready to be honest if it helps them
loosen/open up
 When they talk too much, “punish” them
 cut back on the nods, lean back, look away,
sigh softly, adopt a posture opposite to theirs

36. 13. Difficult interviewees a)
 Go in with idea of goals and that you belong there and readers
deserve to know
 If they put up a barrier
 Go a different way
 Say something like “you mean to say that…?”
 Spark their curiosity with what you have heard
 Say “you’ve heard” that something happened; this often
inspires them to correct the facts
 Invoke authority of someone they want to please
 Know and mention how the story would help them
 Strategic flexibility; offer to do the interview several ways
 gives them sense of choice when really you are getting what
you want, and have choice of changing to your preferred
style (make a show of turning off the recorder)

37. Difficult interviewees b)
 Make questions simple for defensive, skilled and tricky
interviewees.
 “People make these allegations so maybe you should put the
record straight”
 “How do you answer what…is saying?”
 “It looks bad if you don't comment; we'd like to print your side.”
 “Fascinating, but what I really want to know is…”
 “Wow, really… but first can we get back to…”
 “That's a great story. I'd like to know much more-but first I'd
like to clear up…”
 “Will you explain why you are not implementing your planned
factory expansion?”
 Ascribe contradiction to someone else
 Preface an attack with praise
 Treat it lightly by implying the question is not that serious
 Practice mentally by vivdly imagining strong resistance
 with a strong, cool response from you

38. Difficult interviewees c)
 Ask a less-loaded question, then return to the hard one
 Say “tell me about…” to treat the situation as a story
 You have to do a story, and want their role clear
 Ask them to respond to what a previous person had
said, or what you already know
 Make a statement when questions don’t work
 Be accurate and have/keep documentation,
 in case they complain later
 Appeal to their mercy:
 “How will the readers know if we don’t tell them?”
 Return another time or two, to catch them in a better
mood

39. Difficult interviewees d)
 “I'd like to play devil's advocate and look at what you
did from a different angle. Then the question becomes,
‘why did you put your name forward, considering your
track record?’”
 Bring a list or other documentation (e.g. of topics,
people, processes) they can see and comment on
 Keep up light pressure; don’t allow time-wasters
 Use nonverbals to reward and punish them
 Ask if there is some aspect they want to talk about
 then relate that back to what you want

40. 14. After the interview
 Be prepared to re-interview if needed
 “Leave the door open” at the end, in case you
need to go back
 Go over your notes immediately afterwards to
fill in gaps and details
 Ideally, use a recorder and indexing notes
 Listen back to tape of your interview just to
learn how to improve your techniques
 After the story runs, maybe contact them for
their response
 If you offer to send a copy, make sure you do

41. 15. Practicalities a)
 Make sure it is the right person!
 Confirm all details
 day, date, time, location, phone for changes
 Create a relationship with office manager, assistant
 Before the interview, give yourself an extra minute or
two
 to collect yourself
 check what you have and where
 But never in the interview area
 Make sure to have all materials needed ahead of
time, and check just before the interview

42. Practicalities b)
 Have a business card, extra batteries for
recorder
 Practice talking to and watching people to
learn to read interviewees,
 understand body language, subtleties of
voice tone etc.
 Offer strong, sincere thanks