An arresting comment to make, particularly as the man in the jacket was HM Government’s Ambassador to Lebanon Tom Fletcher.
The comment was made – and a whole host of others – at the tail end of a fascinating two day event in Jordan hosted by the Foreign Office for their Middle East and North Africa comms staff.
A week later and it’s a comment that keeps rattling around.
We need to communicate more like insurgents. What does that mean?
It could mean a whole host of things. To nail the obvious, it’s not about communicating beheadings. To me, it’s more about having an overall framework to work in and allowing people on the ground to be flexible, creative and agile. What I took was that it was about being not hemmed in by procedure. It’s about creating sharable content that is going to be shared. It’s seeing what works in the field and replicating it.
Here’s a second arresting comment from the event that keeps re-occuring.
“Al-Qaida’s leaders view communications as 90 percent of the struggle.”
Think for a minute of that group and what do you see?
Ossama bin Laden in a fuzzy vhs video?
The Twin Towers?
Both are powerful images which frame the first 14 years of the 21st century.
They are communications.
They were framed by communications people.
The Ambassador is of course right. Sometimes we can be too hemmed in by process to think agile, creative, sharable and flexible.
To have such a green light from the top is a gift to cherish.
Sometimes the play book comes not from the institution or the old ways of doing things. It comes from unexpected quarters and what your enemy does.
It also poses the question that if communications is 90 per cent of the issue then are you doing enough? More importantly, have you got the support to do enough?
Spanish poet Baltasar Gracian said that a wise man gets more use from his enemies than a fool from his friends.
So, how can you learn from your enemies?
Magic bullet https://www.flickr.com/photos/45175402@N00/51470257/
Government communicators have been asked not to do anything unless it’s based on data.
The argument goes that this cuts out the vanity campaign or the SOS – the Sending Out Stuff – that sees press releases and other things shovelled out the door because some action is better than nothing.
Don’t get me wrong, I can see real merit in having a get out of jail free card when faced with a senior request ‘for stuff.’
But I’m starting to think about if we need to create some space for experimentation. Things like Trojan mice. These are things that see you try something out low budget just to see if it works and you can learn from.
One example of this skunkwork lab is the excellent Torfaen Council Elvis gritter YouTube that’s been around for a while. If you haven’t seen it, it’s the low budget Elvis impersonator from the Valleys singing about how the council can’t be everywhere and not to panic buy bread. It’s brilliant. It was done on a shoestring to make people smile, to tell them some important things and done entirely without research.
It works because it’s human and is entirely without strategy.
I was helping train a local government comms team last week when this clip came up and we showed it just to see the reaction. There was disbelief. Then laughter. Then real affection. It works. It just works. I rememberdiscussing it 12-months ag with someone who works for an authority who ruthlessly apply the research-led ROSIE logic.
“It’s really, really good and I love it,” she said. “But of couse we could never do it where I work.”
So how do you create the space needed to make the Trojan mice flourish?
Google famously give staff a day a week to work on their own projects. Some of those projects have become key to their future strategy.
Tectonic plates in the world of communications are shifting. The centre cannot hold. Different channels are emerging and with them the demand for new skills. If you want the evidence, more than 70 per cent in our survey four months ago said the job was getting harder.
So, the task facing the the comms leader is how to create some safe space to experiment.
And if you are a comms person in the trenches, how are you going to carve out some Google time for yourself to look after your future?
Creative commons credit
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.”