The earlier you involve your comms team in a new project the more chance it has of being a success.
There’s some stats behind this, too.
If comms are involved in the early planning stage its an 82 per cent chance of success.
If they are involved after the scheme has been approved its 68 per cent.
If comms are called in just before launch its 40 per cent.
If its after launch its 26 per cent.
If its not at all its 15 per cent.
These statistics emerged from a survey from the #commsforchange event I was involved with a while back in the early days of comms2point0. It’s a figure In keep referring back to.
It was a figure that came into my head when I saw the stream from localgovcamp in Bristol last weekend. Loads of great ideas were being kicked around by bright people in local government. Yet, there was very little talk of who to communicate with. That’s not a criticism of the event or the ideas. Far from it. It’s an event that’s very dear to my heart and has shaped what I do today.
But something nagged at me. The landscape is littered with great ideas badly communicated.
And if you want the idea to succeed you need to tell the right people at the right time in the right way.
When you’ve got a difficult message to deliver don’t just send out the next cab on the rank. Instead, use a bit of research to send out the best one.
Who is delivering the message is just as important as what they are actually saying.
But when time and effort gets spent on the the words very little gets spent on thinking through who will say them.
Who will say it? And what will they say? Here is a couple of pieces of research that should help guide who will say what for you.
A case study with trees and angry people
Back when I was in the public sector, an issue blew up with trees being cut down on common land. The simple equation was this:
Trees are good, so cutting them down is bad.
That’s a perfectly understandable response. The thing was, it was more complicated than that. IKt boiled down to:
Trees are good but they’re damaging rare heathland.
The offending trees themselves were self-set. In other words, birds had eaten berries and the seeds had ended up germinating where they fell. Trouble is the heath land they had germinated on needs protecting as there isn’t much of it. Sounds technical? It was. Luckily, we had a named countryside ranger who was using social media for the organisation. So, she was better able to communicate what was happening.
Why? Because she was a trusted individual and an expert in her field. She had also built a relationship with people. What was the alternative? A politician who wouldn’t have had the same clout.
Who will say it? Trust and shooting the messenger
Our reaction depends a great deal on who is sent out of the door to deliver the message. If we don’t really believe whoever has been sent out we won’t believe what they say. The 2016 Edelman Trust barometer sets out through extensive polling what people think of people with different job titles. See the board of directors on the right? They’re least trusted. Your employee? Markedly more trusted and the person like yourself even more so.
Who will say it? Trust in politicians is low
Data from Ipsos Mori was posted on Twitter earlier today by Ben Page. If you don’t already do follow him. He’s often insightful. The research shows that politicians are trusted by 15 per cent of the population and nurses and doctors at more than 90 per cent are the most trusted. The research is here:
The data is useful if you are in the public sector. While many of us would like politicians to be more trusted the hard reality is that they are not. Seeing as that’s the landscape we’re faced with, I’d argue that we need to be more thoughful in the way we deliver messages. The trusted member of staff is likely to be more effective. This also has the spin-off of making the approval process that bit quicker.
Of course, black is not white and there are occasions when a politician fronting up a message is the best route. This is where the small ‘p’ nouse of a comms officer is important.
Who will say it? Content is king
Of course, there’s a chance the message may be better delivered not by an individual but by a piece of content. The sharable infographic, the video or the image may be the best way to deliver the message. Especially if it is financial data that frankly, is a bit dull. Make the telephone directory come alive in other ways.
What will you say?: Honest communications, please
One last set of data to check before you respond also comes from the UK edition of the Edelman Trust Barometer. It’s about honesty. The research breaks down the population into the informed public and mass. In other words, college educated and high media cosumers and the rest. The stats here are so striking they can’t be avoided. We all want honest communications. My own take on this is that this is messages that are straight and don’t try and pull the wool over anyone’s eyes.
So, if that message is honest, straight and comes from people who are likely to be trusted, you’ve got a chance.
If you call cuts cuts and not efficiencies you are more likely to cut through. Especially if they are delivered from someone people can trust.
I’m firstname.lastname@example.org and @danslee. Shout if I can help. I’ll be co-delivering a workshop on How to Communicate in a Digital World in Edinburgh on December 9, Birmingham on January 24 and Manchester on February 16. More info here.
Picture credit: Exile on Ontario Street / Flickr
There was an event the other day in Whitehall which looked at this very topic which I would have loved to have got to. But I work in the West Midlands so that wasn’t going to happen.
It’s a good question and one that I’d given a lot of thought to just recently. Not just because the LGComms Future Leaders course I’d been involved with was asked just this question and asked to come up with a presentation.
One of the good things about being in the public sector is the ability to share ideas and approaches. This doesn’t happen in the private sector. As one person recently put it, they’ll tell you what they did but they’ll just leave out a vital piece of information so you can’t follow. It’s like handing over a car without the spark plugs.
So here are some things that should happen.
6 things to bring local and central government comms people together
1. Realise that each side isn’t the enemy. You’d be forgiven for thinking sometimes reading the Daily Mail that local government was to blame for the banking crisis, Northern Rock and the nationalisation of the banks. Just think what would have happened had local government mis-sold products. Step aside from the headlines and realise that there is more to bring civil Service and local government comms people together. We both face the question ‘what does communications mean in 2014?’ for example.
2. Paid secondments both ways. A few years ago a secondment from local government into the civil service could have been do-able. Not now. There isn’t the spare capacity anymore in local government. But funded posts could help backfill and share the knowledge. Even better if they are French-exchange-style two way affairs. Better still if they involve co-operation on the same project.
3. Open up central government training to local government. The Goverment Communications Service (formerly the Government Communications Network) stages a range of good training opportunities. It would be great if this was open to local government too.
4. Open up local government seminars to central government. Places like LGComms put on some excellent sessions. The different perspective of a Whitehall comms person would be useful. Just as the comms person more used to dealing with the community would be a benefit to a central government person.
5. Encourage events like commscamp. In February last year more than 130 comms people from Whitehall and local government came together in a joint event for what must have been the first time. There were more than 400 on the waitlist when it was turned off. The agenda was decided on the day by those who went. Anarchy? Not really. It worked beautifully. It was organised by people in central and local government in their own time. (Disclaimer: I’m biased as I helped co-organise commscamp.)
6. Realise that neither side is better. They’re just different. As government departments put more focus on stakeholder groups local government listens to residents more. At a time when the Foreign Office is putting more effort – rightly – into answering queries on Twitter there’s pr people in Staffordshire or Norfolk who could tell them a few things. They are two different skills. It made me realise that neither side is better. We’re just different.
7. We both work in the public sector and should be proud of that. Sure, the private sector does some good things. But we delivered the Olympics, we save lives, we keep the roads running, our children educated and a whole load of other things too. How much better is that than flogging toothpaste?
EDIT: GCS courses are also now available to local government people. That’s welcome.
Creative commons credit.
As beautiful illicit guilty pleasures go watching BBC2’s The Thick Of It is not exactly an out-of-control gambling habit.
A satirical fly-on-the-wall Yes Minister for the 21st Century Civil Servants and politicians scheme, plot and manipulate obsessed by the whims of public opinion.
Chief amongst them is the figure of Malcolm Tucker. Like ‘Iago with a blackberry’ as The Spectator calls him in the programme itself, he is the government’s director of communications whose Machiavellian command of the dark arts of spin is direct drawn from the underworld. Nothing is too low.
“Congratulations on your first confirmed kill,” he chillingly writes on a card to a junior who ill in hospital goes along with his plot to unseat the Leader of the Opposition. Out of the box the card comes from drifts a helium baloon with a picture of the deposed Leader sellotaped to it. A perfect blend of malice and slapstick.
Watching the programme is also a secret vice of comms people to talk of the programme illicitly in hushed tones.
A few years ago the subject of The Thick Of It came up in a conversation I had with someone who had worked at the heart of government in the Civil Service. “On a good day it was nothing like it,” the individual said. “On a bad day it was actually a toned down documentary.”
Yet, part of me thinks people will look back in years to come and find that Malcolm Tucker is a bygone relic. Obsessed with newspaper headlines and able to cajole the Priesthood of journalists with bribes and threats.
Or maybe the government comms people of the future will be just as frenetic and just as twitchy about public opinion. It’s just that it’ll be the bloggers and the digital journalists they’ll be obsessed about.
The fourth series ended with Tucker disgraced, chased by a press pack from a police station after handing himself in to be arrested after he perjured himself at a public enquiry.
And Malcolm Tucker to use a very Malcom Tucker word is ‘is damaging’.
Because he forms people’s warped idea of what a public sector comms person looks like. Which is why he needs to be brought down from grace. It’s why he needs to die. Under a bus. Outside Parliament. With a single bunch of flowers from his ma in Scotland. Leaving a stack of cracking YouTube clips as his legacy.
Comms, like journalism, is a broad church and across it finds all sorts of characters and practices. Yet there is nothing I find in what he does remotely similar to what I do working in an environment that encourages open access to social media and open data. Central government people may disagree.
But as Alastair Campbell, the man who did most to create the late 20th century idea of a spin doctor, said recently the landscape has changed: “You can’t dominate the news agenda now. The agenda is more chaotic but that’s a good thing.”