Distinctive Dispatch #8: Better comms for people, places and work
Why strategic comms matters; finding the human truth of your story; thoughts on Bristol's future; supporting culture in Bath; when will next general election happen?
Thanks for reading the Distinctive Dispatch. We hope you find it useful. If there are any comms-related matters you’d like us to explore in future newsletters, drop us an email or let us know in the chat.
Why strategic comms matters
“Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat” Sun Tzu.
In volatile times, the value of strategic communications goes beyond the walls of your organisation, to clients and the community.
When it connects an organisation’s purpose with its stakeholders’ needs and motivations, communication stands a much better chance of success.
Conversely, having no stragegy leaves a list of things to do without any direction to guide it. At worst, it leaves teams rudderless and chasing the wrong things. As we’ve seen in recent events covered in the Covid inquiry (see below), poor planning can have awful consequences.
We’ve had a busy time supporting clients with strategic communications, working with architectural practices, regeneration projects, business groups, universities and consultancies.
Despite their differences, a core question featured across our work with them: what do you want communications to achieve? Not what do you want it to do, or what media do you want to appear in?
It’s amazing how often this question is overlooked in the keenness to crack on. But spending time on this makes campaigns more effective.
These questions form the bedrock of strategic communication:
What do we want to achieve?
What do your stakeholders or clients think about you?
How can we respond to this?
Answer them, and the stories to support the strategy follow more readily. Your comms plan – what, when, how and why – flows naturally from this.
For organisations with limited resources, this is even more important. People will hear communications if they’re clear, consistent and credible. That doesn’t just happen, though. And it’s why planning is essential.
Seven step comms strategy – what, why who, how, when, how much?
If you’ve not considered your communications strategy for a while or don’t have one in place, now’s a good time to give this some thought. Here's a seven-step checklist we use to guide organisations through this process.
#1. Identify the problem: Understand challenges you're facing, whether it's navigating change, or reaching new customers. Use data to clarify these points.
#2. Set objectives: Focus on the outcomes you want to achieve, rather than what you want to do (generate coverage, create a newsletter). This is a crucial step, which sets a benchmark for measuring your work (see point #7).
#3. Consider your audiences: Don’t have ‘the general public’ as an audience. It’s far too general. Prioritise. Be specific. Think about how these groups work with you and what they need. Remember your staff and stakeholders are important groups to consider.
#4. Craft messages and humanise your stories: Keep messages straightforward and support them with facts. Use relatable stories to bring these messages to life. Rather than explaining how a project creates jobs, highlight the people you’ve helped into employment.
#5. Channels and tools: Pick the right communication channels for your audience – online, offline, in person. Don’t waste time on platforms that your audiences don’t use. Tap into the resources available within your team, especially if they’re active online.
#6. Resourcing: Calculate the cost of your communication activities and understand what your team can deliver. It will probbably take longer, and cost more, than you think. Prioritise the essential, to understand who can do what and whether you need support.
#7. Measure success: Link your success measures to your objectives highlighted in point #2. Continuously evaluate and adjust your approach, based on what's working and what isn't.
Always remember what you’re trying to achieve. If you can keep this in sight, your strategy is more likely to help your organisation succeed.
Good luck with your planning. Drop me a line if you would like to know more about how we can help with this.
Humanising the story of regeneration
A chance conversation in a Gloucester chip shop led to an amazing opportunity to tell the story of the city’s regeneration.
BBC news colleagues overheard crane operator Luke Reddish enthusiastically talking about his role on The Forum, which is part of a £200m regeneration to revamp the public realm and create spaces to live, work, learn and enjoy.
They contacted us to set up an interview with Luke, featuring views over the city from his crane. The project is recognised as a game-changer. Involving those who support its success humanises the story of its progress. Sharing this perspective from 37m above the city took the story to new levels.
Thanks to teams at WOLFFKRAN and Kier for working with us, and the BBC for taking the time to create the story for TV, radio, website and social media.
Things we’ve seen
‘State of the City 2023’: Outgoing Bristol mayor Marvin Rees recently gave his eighth and final ‘state of the city’ address. The speech set out challenges, opportunities and a ‘continue to do’ list for future city leaders. Having held his role since 2016 through Brexit, lockdown and against a backdrop of austerity, it’s incredible to think we’ve had five Prime Ministers during his time as mayor. Bristol will soon have a new system of committee governance. It faces huge challenges, which Rees highlights in his speech. We hope the new system can foster the spirit of collaboration needed to address them.
When Dreams Confront Reality: Surrealism in Britain – Victoria Art Gallery, Bath: We were delighted to attend the opening night of Victoria Art Gallery’s surrealism exhibition. Our team provided graphic design support to promote it across the region. It’s a fantastic display, with several pieces that are relevant to today. The exhibition runs until 7 January.
Things we’ve read
Ten survival skills for a world in flux – Tom Fletcher: Former diplomat Tom Fletcher offers a roadmap for navigating modern challenges. His book lists key skills including adaptability, technological literacy, and clear communication. Despite the title, Fletcher is optimistic about how proactive engagement with the world and the communities around us can shape a better future.
When will the next UK general election be?: This Institute for Government piece sets out possible options for the upcoming general election. The leading contenders are next May alongside the local elections, autumn 2024 or January 2025. They plump for ‘as late as possible’ as most likely, but I’m sure advisors will debate the merits of a Christmas election.
Things we’ve heard
Covid-19 Inquiry: We listened to the latest parts of the inquiry in the office during testimony from Dominic Cummings, former communications director Lee Cain and ex Deputy Cabinet Secretary Helen MacNamara. WhatsApp messages revealed the scorn shown by Cummings towards ministers and civil servants. It stood in stark contrast to testimony from MacNamara and Cain, who calmly spoke of concerns around leadership, transparency, toxic culture and planning. Covid’s impact is well felt and lasting. The lack of diversity, in terms of representation and thought, and the absence of long-term thinking in the heart of government are striking takeaways.
Things we’ve said
Has Bristol peaked? Reflections on city's growing pains: Hosted by The Watershed as part of the Festival of the Future City, this panel discussion highlighted Bristol's strong economic performance over the past decade and the pressing challenges facing it today. This was my write up for Business West, who organised the panel discussion. Thanks to the team for asking us to cover it.
See you again on the first Friday in December. If you’d like to share or discuss anything before the next edition, please leave a comment or drop us a line.