W20 reputation - neil wholey
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Sustaining Reputation in hard times Alex Aiken Director of Communications and Strategy Westminster City Council June 2011
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Transcript of W20 reputation - neil wholey
Sustaining Reputation in hard times Alex AikenDirector of Communications and StrategyWestminster City Council
June 2011
Five measures to sustain reputation
Seven deadly sins of communication managers
1. You put serving the organisation above serving the citizen2. You say “Yes Leader” when you should have said “No Leader”3. You do SOS communications when you should be doing
campaign communications4. You spent money on staff when you should have spent it on
research5. You have all been collaborating when you should have been
ordering. 6. You have all been tweeting when you should have been nudging. 7. You spend time on “process” and administration when you should
be doing communications
Leadership by Manchester United
“Control, managing change and observation. Spotting everything around you, analysing what is important. Seeing dangers and opportunities that others don’t see. That comes from experience and knowledge”Sir Alex Ferguson
Some History: Pace of change is increasing
• 1938: Westminster appoint a PRO. Why? • 1948: Government Communications and CIPR• 1965: London Boroughs start appointing PROs• 1986: ‘Political PR’ and legislation• 2001: IDEA Connecting with Communities• 2005: LGA Reputation Mark 1: Channels• 2010: LGA/LGcomms Reputation Mark 2: Strategy• 2012: LGAReputation Mark 3: Social Comms
Clarity of Story: Communications & Strategy
• Plan where you and your organisation want to be this time next year, in three years and have a story to go with it – tough choices, decisions, rebuilding, progress and fresh start
Value for money is the new green
• Key driver of reputation• Should drive all policies• Need to check for ‘silly
stories’• Critical autumn period• Need to tell the story
Communications as a conversation
Building reputation by changing behaviour
• Campaign communications
• Planned and specifically supporting the aims of the council
• Measured outcomes
Leadership communications
• Is this decision consistent with our story? • Are we on the side of people or against them?• Are we using power responsibly?• What is the evidence for this policy?
DO THESE POLICY CHOICES REPRESENT THE REPUTATION WE DESIRE?
The Future Leader: Chief Communications Officer
• Deliver behaviour change to increase access and reduce costs (Transformation)
• Guide and deliver the corporative narrative (Policy)
• Drive income and savings (Finance)
• Manage internal change (HR)
Alex [email protected]
020 7641 3226http://www.westminster.gov.uk/services/councilgo
vernmentanddemocracy/communications-team/
