Thanks for such an illuminating post - these seven themes really resonate.
Fitting into number one, I'd love to hear your thoughts on how, as communicators:
1. we can constructively delineate the boundaries between what comms can and can't influence, something which evolves with situation and expectation, and
2. how we can collaborate with colleagues in policy or operations to design and deliver cohesive solutions, so that operational and rhetorical response support one another.
Love this, and agree with the 7. We also need to do a big education piece on number 1 to help internal colleagues get up to speed and be ‘better clients’. I still get asked to ‘make this thing bigger than X household name’ (whose brand was built in the 90s when 5 TV channels constituted plural media). Now I spend a lot of my time resetting the conversation, and if we can’t do this at pace, we will spend even more time in the wrong places. Your blog is new and credible ammunition, thank you!
I really enjoyed reading this, and, as a Communications Director in a global organisation, everything resonates! I'm particularly interested in reading more about how to design new strategies for this changed world. As Edleman's annual Trust Barometer shows, trust in the media and politics is declining year-on-year. However, trust in business and in their leadershio broadly remains in tact. I therefore see business leaders as having a responsibility to protect this trust by not spreading misinformation, by being transparent and ethical.- all of which requires strong communication advisors around them. Would love to read about your insight into this in future Substacks!
Thanks for the feedback Claire. You're right that the Edelman barometer shows only business is still seen as ethical and competent, although even here there are some worrying trends - the proportion of people who think a business leader would deliberately lie to them up from 52% in 2021 to 64% this year for example. This is definitely going to be a big theme for Cut Through! and I have some examples and ideas of how organisations are trying to earn, build and create trust... as well as those who are harnessing the distrust.
Thanks for such an illuminating post - these seven themes really resonate.
Fitting into number one, I'd love to hear your thoughts on how, as communicators:
1. we can constructively delineate the boundaries between what comms can and can't influence, something which evolves with situation and expectation, and
2. how we can collaborate with colleagues in policy or operations to design and deliver cohesive solutions, so that operational and rhetorical response support one another.
Love this, and agree with the 7. We also need to do a big education piece on number 1 to help internal colleagues get up to speed and be ‘better clients’. I still get asked to ‘make this thing bigger than X household name’ (whose brand was built in the 90s when 5 TV channels constituted plural media). Now I spend a lot of my time resetting the conversation, and if we can’t do this at pace, we will spend even more time in the wrong places. Your blog is new and credible ammunition, thank you!
Thanks for the feedback Michelle. Agree, and I'm definitely going to do an early series on Number 1
I really enjoyed reading this, and, as a Communications Director in a global organisation, everything resonates! I'm particularly interested in reading more about how to design new strategies for this changed world. As Edleman's annual Trust Barometer shows, trust in the media and politics is declining year-on-year. However, trust in business and in their leadershio broadly remains in tact. I therefore see business leaders as having a responsibility to protect this trust by not spreading misinformation, by being transparent and ethical.- all of which requires strong communication advisors around them. Would love to read about your insight into this in future Substacks!
Thanks for the feedback Claire. You're right that the Edelman barometer shows only business is still seen as ethical and competent, although even here there are some worrying trends - the proportion of people who think a business leader would deliberately lie to them up from 52% in 2021 to 64% this year for example. This is definitely going to be a big theme for Cut Through! and I have some examples and ideas of how organisations are trying to earn, build and create trust... as well as those who are harnessing the distrust.