There's a lot of talk about what's next. Like many others, I have some thoughts. Here they are.
New era (AC19) trust will be the new oil. Success and ability to restart operations will be based on your behaviour throughout pandemic, your redefined operating practices and your (genuine) concern for society and people. Economic structures and ‘success’ will look very different – by necessity. Models from the last century (and the century before) will be redundant with a need to re-focus the way society operates, a rethink of what constitutes ‘value’ and reform of political, societal, economic, environmental and technological activity.
Existing profit-driven economic models have been felled by COVID19 and, as we sink into global depression, recovery to the place often described as ‘business as usual’ is unlikely. There will not be any kind of normal for a long time – any ‘new normal’ is a decade away. There is – and will be – an unwillingness to go back to ‘how it was before’ with its inequities and imbalances. Since March 12, I’ve been urging people to spend the time we stay at home working on shaping what’s next, collectively taking the opportunity to understand and discuss the difference between value and profit (otherwise all that clapping and ‘thank you for your service’ chanting for those who have historically been omitted from any kind of value recognition will be nothing more than empty noise). Walk at least 100 laps around your mind and raise a million ideas for improvement.
Post-pandemic: PR’s first job must be to help turn the confidence curve – as viral transmission rises, so confidence and trust fall. Our job - build confidence and trust so people feel sense of safety just being out and at work. Ultimate test of success – I trust you enough to shake your hand or share a coffee with you or sit beside you and believe that what you say about your breath is true. PR will only have this job to do if it works to its central purpose – build and sustain relationships to maintain licence to operate, and central to relationships are trust, communication, behaviour and understanding.
Expect and plan for micro-localised/nano-economies till feasibility and freedom of personal, national and international travel is ascertained. We will see large scale demise of many sectors between now and 2022 and many will go the way of the dinosaur (including PR and marketing if they don’t renew purpose).
Plan for famine (see locusts swarms, supply chain breakdowns, post first-wave gate price drops, disrupted food production thanks to current droughts and altered weather patterns – e.g. Western USA megadrought in progress – all sitting neatly on top of widespread loss of income). Probably worth planning for war too as there’s an increased likelihood autocrats will start fights over scarce supplies or imagined slights in a bid to distract their national populations from the oncoming crushing depression. On the upside, the potential is there for global and regional interdependency to emerge as countries attempt to rebalance, recover and prepare for resurgence of COVID19 or other pathogenic threat.
In October 2019 all our talk was of sustainability and environment health. Taste for profit over people has waned and formation of a new approach is now a necessity. Emmanuel Macron expressed it well during his recent FT interview when he said (and I paraphrase) ‘we are fighting a disease that suffocates us and, when we recover, people will want to breathe clean air, all the time. They will not want to suffocate and attention must turn to ways we can protect our environment, listen to the earth and avoid finding ourselves in climate catastrophe’.
Smart thinking – one would hope - should make AC19 world fair, just and sustainable but progress will be slow as those ‘with power’ will not want to relinquish it to those currently 'without'. This year’s elections across the globe will reveal whether democracies still live or if they’ve been gerrymandered to death.
All businesses and organisations – small or large – must figure out why they’re relevant, their critical relationships and their degree of trustworthiness. Millions of people have had a fast-track re-education on ‘essentials’ – be they goods, services or people. Same millions are now in a precarious economic situation so even with restoration of their former level of subsistence, there will be a drastic reduction of the constructed consumption levels stimulated from 1980 onwards.
It’s going to be very messy with awful consequences for many people for quite some time. Our job is to ease things, help navigate through the storms, help others build the relationships they need to operate, collaborate and build what’s next. Many people won’t want to change, or indeed, admit a need for change. There will be a reluctance to accept change or adapt to different models (mainly from those for whom existing models are of most benefit by way of power and wealth). There will be friction and fracas but, with some hope, some smart thinking, some kind doing, a recognition and appreciation of true value and a willingness to make life better for every member of our human family, we’ll get there.
Update: This post came together following some comments I made in an online discussion with colleagues. It took on another form a couple of days later when I developed it into an essay for Stephen Waddington's blog which, if you're interested, you can read here.
Image: Danielle Macinnes at Unsplash
We appreciate good leadership. Especially in times of crisis, times of hardship and times of pain - but what does good leadership look like in today's world? A world where leaders can often be harsh, bullying and seemingly take great pleasure insulting those they purport to lead?
I took a look at good leadership when I was honoured to present at 'PR Face Off', Malaysia's international public relations conference held in Kuala Lumpur.
I spoke particularly about the leadership shown by the New Zealand Prime Minister Jacinda Ardern at the time of the Christchurch Terrorist Attack in March this year. During that period of time the world saw a very different display of leadership - one that showed strength through compassion, resolve born of tragedy.
It is rare to see such a visible shift in leadership styles but it was a welcome shift. So many people around the world have been ground down by their leadership, rather than lifted up. Shouted over, rather than being heard.
One of the key elements of public relations practice is developing understanding and a vital part of that understanding is empathy. Crisis plans often a filled with the inherently practical and sadly there are few that look at, or include empathy, kindness, compassion and resilience - yet they should. Any crisis will see emotions run high and for leaders, how they deal with those emotions forms a critical part of their crisis response.
A month in to Dominic Cummings reign as chief aid to UK Prime Minister Boris Johnson and chaos is beginning to boil over.
In his blog, Cummings regularly records his desire to break systems, quoting military philosophy as justification for his arguments. His aim, it seems, is to break a system he dislikes and despises and, it would seem, he happily uses any means to achieve his aims.
This is not a political blog. It is one concerned with public relations and communication - the building of relationships that give organisations their licence to operate supported by effective communication, knowledge, understanding and ethical behaviour. In the video below, Cummings explains at the 2017 Ogilvy Nudgestock conference the methods employed to achieve a win in the UK referendum concerning participation in the EU - known now as the Brexit Referendum. If, as I am, you are involved in public relations and communication, then I'd urge you to watch the whole thing so you can understand the deliberate, planned and blatant behavioural manipulation that is in progress right now, working towards a complete system breakdown of benefit only to its perpetrators.
In the video, Cummings takes you through the tricks and tactics he deployed in order to - in his own words at various points in the presentation - 'provoke rage...neutralise...put the boot in'. The seven million people exposed to the 1.5bn targeted ads over the short period of time pre-referendum is peanuts compared to what's ahead in the UK - and other countries around the world - as elections, media, citizens, public psychology and governing systems are blatantly manipulated for private gain. Cummings' work appears to be a (pseudo) intellectual exercise centred on ways to break the system he reviles.
What's going on today behind the doors of 10 Downing Street has nothing to do with the rights and wrongs of being in or out of Europe. It has nothing to do with the health and wellbeing of the UK population. It has everything to do with the selfish and power-hungry wanting their own way, shamelessly stoking division and hatred and using unethical and underhand practices to do so
Photo by Matthew T Rader on Unsplash
It's that time of year when my attention turns outside in and I take another long look at the role of internal communications. Sharing knowledge around the preparation and implementation of good internal communication strategies always leads me to emphasis the fact that you can't have good external relationships if your internal relationships are poor or neglected.
Relationships of all kinds give our organisations the permission they need to do what they do and to keep their licence to operate. Sadly, internal relationships often fall by the wayside with employees taken for granted by the organisation's leadership. Much has been made of employee engagement and the need to ensure that everyone is delighted, enthralled and active in the workplace - which is great but, as humans, it is a rare thing if this actually comes to pass, particularly in an era that features zero hour contracts, unsafe work spaces, stress, burnout and the odd oppressive boss. What might be considered 'gold standard' internal communication is swiftly cancelled out by bad behaviour - whether that's the boss, the colleague or the employee themselves.
So what's next for internal communication? We've already seen the evolution of titles - employee engagement executive, employee relations officer, chief happiness officer and so on - but have we actually seen an evolution of the role? I don't think we have but it is getting there. Many internal communicators have moved on from 'sending out stuff' and simply actioning executive demands for information sharing and tools like Slack and Trello have helped internal organisational culture move forward a little (although there are growing reports of task update fatigue as employees struggle to use the collaborative tools and actually complete their work).
My thinking is that there's some internal rethinking for organisations to undertake and that has to start with an audit of their people, values, culture, tools and systems. Each of these things informs the other and a cohesive, effective internal communication strategy can only be formulated once this is done (and if you need some help understanding just how it is done, then we can help).
Internal communication is everyone's responsibility but not everyone's area of expertise. Bringing people together, facilitating good relationships, developing a healthy values-based internal culture is the realm of the internal communications professional and always has been. Communicators for sure - but also connectors, facilitators and encouragers specialising in building a workplace culture where people are empowered not just to get the job done but to do a great job.
About Think Forward
Think Forward is written by Catherine Arrow. It answers PR questions, highlights practice trends - good and bad - and suggests ways forward for professional public relations and communication practitioners.