After nearly five great years at Social, I’ve just completed my first full week as owner of a new comms consultancy.
Social’s former South West business is now Distinctive Communications. A plucky, collaborative talented team of six who I’m proud to call colleagues is joining me on the journey.
This follows an agreement between Social and myself to sell its South West business to Distinctive. It offers a rare combination of continuity, credibility and the excitement of starting afresh. Although it’s a huge decision personally, I think it’s a massive opportunity for all colleagues involved.
Public trust is a powerful concept, that’s beset with fuzziness and contradiction.
We instinctively know if we trust a person, organisation or process, but can’t always clearly explain why.
Leaders universally agree that trust matters, yet don’t pay enough attention to maintaining it. Like a football referee, many don’t fully appreciate its importance until something goes wrong.
I’m sure that most planning and place-making professionals appreciate how volatile trust can be. If you’re in any doubt, here’s a reality check: the sector faces a crisis of confidence amongst the people upon whom its legitimacy depends.
My heartfelt thanks go to colleagues for organising the session and for working on the report over recent months. It’s been seen by loads of people, been well picked up in the media and was great to work on. I hope those reading it find it useful.
Thanks also to TCPA’s Fiona Howie, MOBIE’s Mark Southgate and Ahead Partnership’s Stephanie Burras CBE for joining the panel today. We had some great feedback and want to do something like this again soon. If you attended and asked questions, thank you too. I hope to see you in person at a future event before too long.
You can catch up on the webinar below. It lasts for about an hour.
One of my saddest moments from the last six months came when I left our office in Bristol for the last time before lockdown started. *
It was 19 March and news broke that all but ‘essential’ travel for work was discouraged. Full lockdown was four days away, but we decided at Social to work from home until further notice from that point. Although we were used to flexible working, vacating our offices en masse took things to a different level.
On the bus home from Bristol, my head was spinning with questions. How are our clients coping? Would any of them leave us? What would happen if they did? When would we see the office or colleagues again? After all our work over the previous two-and-a-half years to build a viable business, this felt wounding and deeply unfair. Swapping WhatsApp messages with colleagues, sitting on the top deck, I felt alone.
That week, I spoke with each member of the Bristol team and felt that while there was a chance of getting through this, we had to dig in and work for that outcome. And that’s what we did.
We’ve kept most clients and found new work. We’ve moved into new areas, helping clients engage communities, manage issues and grow. We’ve grown and created new jobs. This week, a new starter joins my team. We’ve done all of this from home, having left our office in the summer.
When I think of how I felt on the way home in March, what’s happened since feels incredible. For me, it’s been a steep learning curve. It’s been physically and emotionally draining. Above all, it’s been hard work.
This is my personal backdrop to recent stories about the emerging narrative to persuade people to get ‘back to work’ in a bid to save city centres.
Although the true extent of damage caused by coronavirus won’t be known for ages, its impact on our lives has been greater than anyone could have imagined even a month ago.
Times are tough, for all of us. Everyone is adjusting to its impact.
A lifelong friend of my father is believed to have died as a result of coronavirus, aged in his mid-60s. He’s one of more than 1,200 people to have lost their lives as a result of the disease at the time of writing this post. Makeshift hospitals and mortuaries built to cope with the continued rise in cases are grim indications of what’s to come.
People are worried about their employment prospects. I speak to others who work in my industry who are concerned about the impact this crisis will have on their livelihoods. This is borne out in #FutureProof’s survey on the PR industry’s concerns. We aren’t alone in having these challenges.
We’re all responding to these pressures in different ways. Keeping pace with vast amounts of fast-changing information on COVID-19, whilst juggling work and caring responsibilities is challenging. We can be very proud of how we’ve responded to it.