3. Seven deadly sins of communication managers
1. You put serving the organisation above serving the citizen
2. You say “Yes Leader” when you should have said “No Leader”
3. You do SOS communications when you should be doing
campaign communications
4. You spent money on staff when you should have spent it on
research
5. 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
4. 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
5. 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
6. 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
7. 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
9. Building reputation by changing behaviour
• Campaign
communications
• Planned and
specifically
supporting the aims
of the council
• Measured outcomes
10. 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?
11. 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)
12. Alex Aiken
aaiken@westminster.gov.uk
020 7641 3226
http://www.westminster.gov.uk/services/councilgo
vernmentanddemocracy/communications-team/
