The political tug of war between the Obama administration and Republicans has returned to its insane level of rhetoric that we remember prior to the November elections.

Some Republicans argue the administration misled the public about Benghazi to help ensure a victory in November. Some Democrats argue Republicans are making something out of nothing to tarnish Obama and Hillary Clinton’s potential presidential run in 2016.

Republicans want to know who knew what about the IRS. The administration also criticizes the IRS but points out the president does not run the agency.

And both sides of the aisle express unhappiness with subpoenas related to the Associated Press.

Some of the media seem to be complicit in a reality game show atmosphere, working side-by-side with politicians on whom can deliver the most sensational sound bites. These “scandals” raise some important discussions, but good grief. If only some politicians would work to solve our everyday problems with the same zeal that they try to call hearings and speak craziness into microphones.

For a moment, take off your political team’s bloodied uniform and acknowledge some of what’s really happening: In general, the administration wants to downplay any links to these issues as much as possible. On the other hand, some Republicans want to make these issues seem as dreadful as possible and portray the government as a stalker peaking through your bedroom window at night. Call it high stakes marketing far beyond the traditional press release. If some of these microphone huggers really wanted the truth, they would wait for their hearings to finish fleshing out the facts before demanding justice with their scary words.

The media are already analyzing how these current issues might impact Obama’s legacy without acknowledging our tug of war may likely have moved on to something new in six months. But Obama is taking some important steps for crisis communications:

• He showed concern about the IRS issue by saying, “Americans have a right to be angry about it, and I’m angry about it.”
• He took action by accepting the resignation of the top person of the IRS.
• The White House released e-mails related to Benghazi.
• He brought back legislation to help legally protect journalists.
• He answered questions at a news conference.
• He for the most part keeps his composure.
• He asked Congress to help improve security at American embassies.

I’m not saying he’s right. I’m saying those are some of the moves you make when opponents say you’re wrong.

Of course, others might share examples pointing out the administration put itself in this PR mess in the first place. Fair enough. But these latest steps help the president reach his larger goal of refocusing attention to his agenda. He is building a dam against gushing water. But some water will always leak through. His critics also have public relations firms armed with strategies. Even if Obama registered tomorrow as a Republican and shouted “pretty please with a cherry on top,” critics know to share phrases such as:

• “We demand more information.”
• “We reject the apologies as insufficient.”
• “This is politics at its worst.”
• “He is not going far enough.”
• “We are determined to get answers.”

So the tug of war continues with almost everyone landing in the mud. Some politicians hope to score points. The media hopes to improve ratings. Too much of the public is desperate for details that prove that the opposing party is truly the scum of the Earth.

And I, of course, write a blog, tired of grown-ups who can’t solve problems or controversies without acting like the sky is falling and it’s the other guy’s entire fault.

Finding magazines in a hotel drawer that were published years earlier

Sleeping on the floor of a satellite truck

Finding someone else’s hair in the hotel’s bed sheets

Sleeping in a news vehicle because a co-worker in your room snores loudly

Realizing a small town has no good restaurants

Seeing that the same person who checked you in also cleans your room

Doing morning live shots hours after doing live shots for the night shift

Arguing in the lobby with the hotel clerk after she was rude to your wife on the phone

Not having access to a shower

Wearing a goofy hat on air because you did not shower

Sleeping in the station vehicle next to a co-worker who covers her head with a blanket because she is afraid of what lurks outside

I took this picture prior to landing in Victoria, British Columbia, where I spoke at a conference to businesses about handling the media. A problem forced us to deplane our initial flight from Seattle to Victoria. Alaskan Airlines/Horizon Air took several steps to propel this negative into a positive.

1. After deplaning, someone on an overhead speaker announced we should stay near our gate for updated information on a new flight. Lesson for businesses:  When customers have problems, always keep them updated even if you have little to report. Otherwise customers may wonder if you forgot about them or aren’t working to solve the problem. As a TV reporter, I tried to keep sources regularly updated on the progress of an investigation.
2. The airline found a second plane for us, if I recall correctly, within an hour. When the airline at first announced we needed to deplane, I saw passengers immediately pick up their cell phone to make calls. Some passengers may have posted status updates on social media. In fact for fun, the person I was traveling with asked me to return to my reporting days and provide a fake live shot for his iPhone on this “developing story.” But when we boarded the second plane, he mentioned he never experienced an airline finding a second plane so quickly. Other passengers may have shared similar, positive thoughts on cell phones or on social media. Lesson for businesses:  If you caused a problem for a customer, the best way to win back the customer’s trust is going above and beyond to find a fast solution.
3. After boarding the second plane, a flight attendant showed some personality on the overhead speaker when apologizing for the delay or acknowledging how the experience was not ideal. Lesson for businesses:  When something goes wrong, don’t simply feed customers facts and information as if you’re a robot. Show some concern and compassion. Be human.
4. After we boarded the plane, a flight attendant announced the crew would be serving us free beer or wine due to the delay. The announcement put people in a good mood. Lesson for businesses:  When your business has a problem, offer something extra:  a discount, a coupon, a gift card. Free stuff helps people forgive problems.
5. After we landed in Victoria, another flight attendant repeated the apology for the delay. Lesson for businesses:  You probably can’t say you’re sorry enough. People can accept mistakes or unforeseen problems. But they often can’t accept those who don’t say I’m sorry. Saying you’re sorry pays off in a big way.

In this picture, I’m shooting video for Crisis Response Network of Southern Arizona. One of our important responsibilities was to build an engaging video without unintentionally identifying anyone turning to the center for help due to a crisis. Businesses and organizations are full of private and proprietary information they wouldn’t want the public to see. Ask yourself these questions:

1. Can viewers identify people in the background who are not part of the video?
2. Can viewers read information on computer screens in the video?
3. Can viewers read paperwork on desks or hanging on walls?
4. Is it OK for viewers to recognize other employees in the background who are not the main focus of the video?
5. Does audio of employees at their desks or on the phone include any information (names, numbers, addresses) that would identify people or organizations?
6. Does any of the video show telephones that might display caller id and someone’s telephone number?
7. Does the video show any license plate numbers?
8. Does any “file” video inadvertently link outside organizations to this video?
9. Does the video show any areas of the facility that the organization would not want the public to see?
10. Did you ask someone to double check the video in case you missed any of the above concerns?

In Victoria, British Columbia, safety expert Steven Adelman and I visit the Parliament Buildings. I later spoke about the media at the International Association of Venue Managers regional conference. One of the first issues I discussed with the audience was bracing for breaking news. I explained how I once covered an accidental shooting at a gun show. That story raises the following questions for business owners to consider before news breaks:

1. If news breaks at your business and you’re not there, how quickly can someone contact you even on weekends? The accidental gun show shooting happened on a Saturday.
2. Where will the media park their vehicles? We parked our vehicles wherever we could find a space. Would you corral the media into a specific location?
3. How will the general feelings of your staff or clientele toward the media impact how you handle reporters? Most people I met at the gun show were suspicious of the media. However, some were more accommodating toward me because I worked at a Fox TV station.
4. Will you or someone on your behalf answer questions from the media about the breaking news?
5. How would you handle questions about information you don’t have or are not ready to give out?
6. Will you be able to answer questions in plain English without sounding like a stiff spokesman obviously choosing every word carefully?
7. Will you use the phrase “no comment”?
8. Will you present yourself and deliver your words calmly or get caught up in the adrenaline of the moment?
9. Will what clothes you wear matter? Should you dress like an executive or roll up your sleeves like someone hard at work gathering information? Will you wear jeans if news breaks on the weekends?
10. How will you handle social media?
11. How will you handle reporters who want to walk onto private property and interview witnesses and bystanders? The accidental shooting happened at a convention center. Do you clearly understand which areas are public and which are private? What authority do you have in this situation?
12. How will you handle photographers who want to walk onto private property to shoot video related to the breaking news?
13. How will you handle media who request to enter your business to shoot video inside related to the breaking news?
14. Do you need media training or to put together a plan for your staff to prepare for any of these possibilities?

While I watched our client pediatric dentist Dr. Lee Weinstein speak to a large group of kids at a community center, I realized even top business executives could learn a lot by watching him.

1. Prepare for guests who arrive early. Some kids arrived before Dr. Weinstein and his staff finished setting up his presentation. Be ready to juggle hooking up your laptop to a projector while also talking with early arrivals in their seats.
2. Practice small talk. Some kids showed up early, but others arrived a while later. Be ready to engage guests in quality and humorous small talk while waiting for the ballroom tables to fill up.
3. Bring props. The kids loved Dr. Weinstein’s gadgets from his office. Show your guests some shiny and fun gadgets to make faces light up.
4. Some kids were overly eager to volunteer as his helpers for demonstrations. Asking for volunteers from the audience is a great way to promote interaction.
5. Some kids were talkative, forcing the dentist and his staff to politely say “shhh!” Adult audiences may not talk, but you better find a way to drag their faces away from their smartphones and Facebook.
6. Dr. Weinstein asked one kid a question, but she was shy and turned away. Realize that despite your efforts to interact with your audience, some people don’t want the attention. Casually move on without creating an awkward moment.
7. His staff couldn’t get the community center’s TV to play a Sesame Street DVD. Test all equipment with plenty of time to spare.
8. Smile! The kids loved Dr. Weinstein’s smiley, bubbly personality. Don’t be a stick in the mud or talk like a dry professor lecturing a class.

Erandi had both perfect and imperfect timing.

Venue safety expert Steven Adelman and I had just ended our journey to Victoria, British Columbia to speak at a conference. After two flights and a long taxi ride, a hotel clerk directed us down Government Street for food. We passed a fudge place, promising to return, and entered Bard and Banker Public House on a corner.

At the risk of drawing attention to ourselves, I placed my camera on the bar and set the timer. Erandi, one of the resturant’s servers, did not see my set-up and walked in frame at the precise moment the camera clicked twice.

“Ohhh,” Steve and I shouted simultaneously like when a sports fan’s favorite team just misses a big play. Steve wanted to see the shot immediately. It ended up our favorite photo of the trip, which probably isn’t saying much. Steve started explaining to Erandi the virtues of the candid shot and I announced aloud she probably regretted even passing our table. But she appeared genuinely interested and stood patiently for a while by our table. A man wearing a military ballcap one booth over smiled in amusement.

I ate a turkey sandwhich and we forgot to return for the fudge. The whole trip happened very fast and Erandi was part of the blur.