I’ve thought fitfully about relationships and how they shape our views during this grinding start to the year.
They keep families, teams, political organisations and communities of interest together. They’re imperfect, occasionaly fractious and sometimes maddening. But we would not be ourselves without them.
Connections and shared experiences that make life worth living have festered on the backburner since March last year. No amount of Zoom catch ups can fill the void this creates in our lives.
This is the context to my becoming more anxious with feelings that, for all the benefits that technology brings, people aren’t connecting with others who hold different views to theirs.
Continue reading “Building trust takes more than soundbites”
How was 2020 for you? If you work in comms, it’s probably been a mixed bag at best.
COVID-19 wreaked huge damage on parts of the sector, with jobs and businesses lost. Many who stayed in work, in the public and private sector, were much busier and more stressed. They worked under a cloud of uncertainty, responding to constantly changing events.
There will be learning points from this. On balance though, comms professionals can be proud of how they supported the COVID-19 response. They helped organisations adapt, kept the public and stakeholders informed and saved lives. Need convincing? Check out these examples of how the NHS is responding across all these fronts on #FuturePRoof’s website.
It’s a great shame, then, to see comments about ‘PR disasters’ when mistakes happen. It featured in commentary on the government’s COVID response, around issues created and managed (badly) by people like Dominic Cummings. Its cousin – the ‘comms failing’ – was name-checked when local leaders raised legitimate concerns at being out of the loop on important policy announcements affecting their areas.
Continue reading “PR disaster? Good comms people are proving their worth”
Well, that was a year, wasn’t it!? Although I won’t be sorry to see the end of 2020, it’s brought what’s important into sharper focus.
COVID was immensely challenging, and continues to be. Brexit is distressing, but I have come to terms with it and hope we can start to move on from the sniping. Plate-spinning was relentless and exhausting. I’ve missed people. I can’t wait to see family, friends, colleagues and clients again. And I feel encouraged by a growing willingness to rethink how we live, work, travel and consume stuff.
I’ve written more regularly on this blog and for other titles in 2020, after a couple of years when I wrote very little. Along with daily exercise and music, it’s kept me clear headed and in reasonably good spirits. I will hold onto those habits in 2021.
I’m pleased by the level of engagement in the blogs and am grateful to everyone who’s taken the time to read them this year. I hope you’ve found them useful if you have. Below are the three most read posts from the last year. Thank you to everyone who took the time to read, share or comment on these and other posts. It means a lot.
Continue reading “My three most read blogs of 2020”
If you’re reading this blog, you’re probably interested in places and place-making. Maybe you work for a government body, housebuilder or housing provider. You could be involved in new development, regeneration or infrastructure.
This work often sits in the context of ‘delivery’ or hitting targets and numbers. While important in itself, it often misses the bigger picture around why this work matters. It matters because it makes great places happen. Done well, this transforms areas and improves people’s lives.
Throughout the disruption caused by COVID-19, good, agile communication is helping to make places happen across the country. Every project is different, and there’s no template to fit its needs. But here are five things we advocate through our work to make places happen that keep our clients moving forward at this challenging time.
Continue reading “Five ways public relations can make places happen”
If you work in comms, you’ll know that explaining your job to other people is challenging at times. This isn’t the same as explaining what you do, which can also be hard. *
Explaining the work of the organisation you represent is also tough, not least because it’s not just about you. It takes time navigating different perspectives. It requires understanding of the organisation and its key audiences. The explanation must be clear, memorable and relevant.
And (deep breath) it needs approving before it sees the light of day.
Continue reading “How to tell your story better: ask ‘why?’”
This week marks the start of a new financial year for us at Social, and my first as managing director of our South West division. I enter it with mixed emotions.
On the upside, I feel elated at our achievements in this most challenging of years. Our team doubled its size and turnover in 2020. We raised the bar in the quality of our work and the type of clients we’re supporting. We’ve adjusted brilliantly to enforced changes in how we work. We’ve been flexible, empathetic and innovative in supporting our clients.
While I don’t take any of this for granted, it is tempered by sadness, anger and despondency at the national response to the pandemic. As a comms person, I’ve despaired at what I’ve seen and heard about events leading up to the latest lockdown announcement.
In an attempt to set this out in coherently, I’ve split this post into two sections: three things I’d change about the government’s handling of this crisis and three things I will do myself. It’s not intended as a plan; it’s more a way to collate my thoughts and feelings to help me to look ahead with clarity.
Continue reading “Three points for government comms – and three for me – during lockdown”