I’ve blogged about the need to be the grit in the oyster in comms and PR and to the need challenge.
That scheme the chief executive has? It’s going to fail and you need to diplomatically warn them.
That elected member who demands a press release? It’s down to you to tell them that won’t work.
Unless you do you are nothing more than a glorified shorthand typist.
Here’s one way you can challenge… by be an annoying three-year-old.
Or rather, adopt the questioning strategy of a small child who is asking questions because they are just plain nosey.
If you are a parent you’ve been there. Picture the scene in a super market right now somewhere in the world.
‘It’s a tin of beans, Jimmy.’
‘Why do we have tins of beans?’
‘So the food doesn’t go off.’
And there we have an explanation to Jimmy of food storage, freshness and the degrading process that makes food dangerous to eat.
Small children have got a brilliant quality of cutting through the crap.
A couple of times recently in a training session I’ve thought of the two-year-old interrogation strategy.
We’re doing a ‘thing’. It’s great.
Because it’s a good idea.
Because if we give people some basic information it reduces the chance of them coming back with an even worse problem.
Will that cost you money?
Yes, lots, about £10,000 a time.
How many could we stop coming back with a worse problem?
So, the ‘thing’ moves from being a good thing to a thing that is going to tangibly improve lives… and tangibly save money.
That’s win and win.
It’s also the beginnings of your evaluation because as we know, it’s not the column inches or the tweets but what people have done as a result.
‘Hey, chief executive, we’ve just communicated to a load of people and 100 have gone away with information that could stop them costing us £10,000 each.’
Does that sound better?
So, shouldn’t you be more of a three-year-old?
Forecasts say there will be 40 per cent job losses in some areas of the public sector with £3.3 billion being taken from the voluntary sector over a five year period and £20 billion coming from local government and £15 billion of efficiency savings due in the NHS.
So, what stories are being shaped? If you work in the sector it’s probably long overdue time to think about it.
A) Apply a positive gloss and insist that yes, efficiencies will be made but frontline services will not be cut.
B) Tell people that they had their chance to have their say in the budget consultation and they blew it.
C) Tell people that this is what cuts look like.
All too often people in the public sector have been going for a) to try and minimise panic and upset on the population. But with £20 billion worth of cuts coming down the tracks in local government we need to be above all honest. So, let’s just take a closer look at that, shall we?
What insisting that efficiencies will be made and frontline services will not be cut means
You’ve been cutting millions of pounds from budgets for years. But the frontline hasn’t been affected? Efficiencies? Clearly, you were wasting that money all along so why on earth should I trust you now?
Or, you’re trying to be a bit clever and you know that the frontline will very much be affected but the couple of hours of mobile library visit will somehow make-up for the five-day-a-week building the community used to have. People won’t buy it, or they’ll see through it. So, why should they trust you now?
What telling people that they’ve had their chance means
You’ve pinned up details of a public meeting at the church hall and you paid three times the rate for a display ad in the local paper because it’s a public notice and they’ve got you over a barrel. Twelve people turned up and the Twitter chat you ran reached a fair number but not everyone. In other words, you’ve not done a very good job of this public consultation lark. Why should they trust you now?
What telling people that this is what cuts look like looks like
In Birmingham, this is exactly what Cllr James McKay told the Evening Mail about green bin charges in the City as people were protesting against cuts. Yes, it’s messy. Yes, people won’t like it. But look yourself in the eye. This is the truth. This is going to happen more and more and public sector comms increasingly is going to be about what you don’t do rather than you do.
But at least they’ll trust you more because you are being honest.
A grown-up conversation is needed about communicating cuts and if you work in the area you need to work out which choice you make pretty quick.
Creative commons credit
Well, it’s had a great innings but can we now finally bury the idea that using social media ad hoc in an organisation is going to change the world?
But what great days we did have.
We had a mantra of JFDI in local government – just flipping do it – and we did things under the rader without permission.We would chuck up a Facebook page knowing that IT didn’t know what it was so they couldn’t block it.
We could tweet election results without too much interference, snigger behind our hands and we could push the envelope.
But those days are over. We learned lots but no, we didn’t take over the world even though it felt as though we would. Today, many public sector teams have been cut back too far to have space to innovate. Even more worryingly, teams haven’t found a way to tackle the big issues that really matter to make a difference. They haven’t found a way to get the resources to do so either.
Sure, the trojan mouse idea of testing out four or five ideas to see where it’ll take you is one I enthusiastically believe in to help you experiment and see what works. But to really make a difference bright communications people need to take all that experience and find out what is keeping senior people awake at night. Then go hell for leather to tackle that, that and only that. But make sure the senior people know exactly what you are doing by reporting back using every means neccesary. Infographics are particularly good. Make yourself a sandwich board if you have to but just flipping do it.
Here’s a few ideas to help you…
Are you helping senior people sleep at night?
Here’s an exercise I came across during the LGComms Future Leaders programme at a session at Leeds Metropolitan University with Anne Gregory and Paul Willis. It was the best piece of training I had in the eight years I spent in local government and I suggest you do this quick exercise.
- Get a piece of paper and draw a blob in the middle.
- Think of six people you do most of your work for in your organisation and write their names on the paper… the more important they are the closer to the blob you can write their name.
- Write down some things – let’s say six things – that keep those six people awake at night.
- Ask yourself, are you really spending time with the really key people?
- Ask yourself, are you really doing things to help the really key people sleep at night?
My own conclusion to doing this exercise was that I wasn’t really tackling the issues that matter for the people that matter and I’ll bet you a slice of Victoria sponge that you aren’t either.
The goal of the bright communications team should not be vague ‘reputation’ or ‘awareness’. It is to prove in pounds, shillings and pence if needs be the value of the team before it is too late. It’s why I’ve long been convinced that channel shift and customer service are things that comms teams need to be closely involved with.
So how can we help tackle the issues that keep senior people awake?
If I had a pound for every time someone told me the words: ‘What we need is a comms plan,’ I’d have been rich. What they meant was they wanted you to tick a box for them. What they really wanted was to outsource the responsibility to you when we all know to be effective it should be a joint thing.
What you really need is a comms plan agreed jointly with the senior people around a table. This can take many forms but they need to have the following:
- Where they are now.
- Where they want to go.
- Something measurable and tangiable to show when they’ve got there.
- Who they want to talk to and how they can do it.
- Some ideas of resources.
- Some idea of evaluation.
Some of what’s in your plan will be traditional comms and some will be digital. You’ll have a mix of both and you’ll be working to make a difference to your organisation for the people who are going to be making big budget decisions in the not too distant future.
If yuo get this right your bosses’ boss will sleep at night.
And you won’t be sleepwalking towards a cliff either
By the way, I’m now available to help you with all of this and would love to do so. I’m firstname.lastname@example.org and @danslee on Twitter.
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We will awake https://www.flickr.com/photos/25028863@N00/5612074901/
Not just the small I’ve-forgotten-to-put-the-bins out fail but the epic failures that really leave egg on your face.
So, say it once say it proud, I’ve failed and I’m proud.
Because he or she who really knows the bitter pill of underachieving is dealt a golden weight of life lessons that will make them better.
‘Fail fast, fail forward,’ is a good maxim to follow.
‘Fail and do the same thing over and over again,’ probably isn’t.
So, why celebrate failure?
Let’s look at some of the great success stories, shall we?
- Walt Disney went bust twice and was reduced to eating dog food before his third attempt worked.
- Henry Ford went bust before he came back with the winning formula.
- Colonel Sanders was a failed potato farmer who reinvented himself as a Southern gentlemen with a recipe for fried chicken.
In communications, it’s not so different. Not everything you do will come off. Sometimes things won’t work. But by doing you will learn.
Now, I’m not saying go out and do stupid things. So park up the animation of your chief executive as a botherer of goats.
But in life, the risk of taking no risk is that you won’t grow, that you will live your life in a bunker getting your meals delivered on a tray.
As you can see, there is a relationship between failure and learning. Epic fail, big learning.
Epic comms fails
There are some corking comms fails in PR. Justine Sacco, British Gas’s Twitter chat and the Findus horse meat saga spring to mind.
One of the best presentations I’ve ever seen was Helen Reynolds ‘Our five biggest Social media fluff-ups’ in which she celebrated when things went on. The twitpic of Princess Margaret visiting onmouth which was cut and pasted with a digit missing and linked to a chimp is priceless. What was the learning? Post a pic from within Twitter. The online community are very forgiving if you are straight with them.
Michael Lockwood’s post on how he accidentally used an inappropriate hashtag was one of comms2point0’s most popular. He’s also a highly skilled operator who knows his onions. What was the learning? Do a quick search before you settle on a hashtag and the online community are very forgiving if you are straight with them.
Comms hero – I’ll be talking on this more
At the commsheroes event on May 13 I’ll be talking about my own fails and those of others. One of my own was to give a member of staff access to the council account when the Olympic Torch came to Walsall. He forgot he was using the council account when he posted a series of tweets blasting education minister Michael Gove with the hashtag #saveusfromtheposhboys. We were a Tory council. It wasn’t fun. What was the learning? Use different platforms to seperate work and your own streams. Politicians can be understanding.
You can book a place for the Commsheroes event in Manchester on May 13 here and there’s a rather good line-up including John Popham, Helen Reynolds, Grant Leboff and chaired by Caroline King. The event was put together by Asif Choudy at Resource Housing.
Share your fails
I’d genuinely love to hear – anonymously if you’d rather – your own fails to show that we are all indeed human and we can all learn from your mistakes. Or ones you have seen.
Feel free to post a line in the comments box below or email them to Dan@comms2point0.co.uk.
Creative commons credits
Succesful failure https://www.flickr.com/photos/18259771@N00/5131407407/
As it turns out, I’m not alone. According to one estimate there are more than 200 million and that’s not event counting micro-blogging platform Twitter.
For me, it’s a place to think things through, bounce an idea or record something as a snapshot and it was fascinating to read through the other entries CIPR President Stephen Waddington captured in ‘The Business of Blogging.’ You can read it here.
There is also a slideshare where you can read and download.
This is my short contribution:
There’s a loose network of people in the public sector I’m proud to belong to. We’ve been called ‘militant optimists’ because despite everything we’re still determined to make a difference.
We work in central government – or in my case local government – and we organise through Twitter, we meet-up and we kick around ideas, we learn and we share through blog posts.
Why do we bother? Because we’re all in it together. We’re all facing cuts and we’re seeing empty chairs where colleagues used to be. We’re faced with the internet turning old certainties on its head.
We’re not in competition against each other so we can collaborate. We stage our own events that anyone can come to and we share ideas afterwards on blog posts that have become the currency for learning in a sector where training budgets have been stripped where the rule book hasn’t been written and it’s never been more important to do a good job. For us blogging is booming and mobile is simply sharing our ideas on the go.
I’ve blogged for five years. Why do I blog? Because I can flesh out an idea far easier online than in practice. I can capture or share. It’s changed how I think, how I work and I’m finding doors opening that the blog has led me to.
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