PR Knowledge Hub

Late last month, Aotearoa's Prime Minister Jacinda Ardern went the USA to give the commencement speech at Harvard. It was much reported here and overseas and. as part of this month's speechwriting session, I included a few highlights from the address which you can watch in full on YouTube. 

Prime Minister Ardern has always delivered good speeches. They are engaging, directed to the people in the room, carry a point, include anecdotes - all the relevant ingredients that make a speech work. The difference with PM Ardern -  perhaps even her secret ingredient - is her tone. Sadly we have become used to the shrill and shrieking speeches of Donald Trump these past years with other leaders emulating his delivery (goodness knows why). The constant conflict and aggression central to his delivery is deliberate - designed to suggest power and control. It doesn't demonstrate leadership or suggest any dignity at all. Prime Minister Ardern is, thankfully, the polar opposite and her delivery is such that nobody feels 'left behind' by her words or forced into conflict or anger. That doesn't mean that her speeches don't invite change, or a different perspective. Instead, they support her leadership, vision and care for those she encounters.

And that's the secret of a good speech. The tone and delivery are as important as the spoken words. They highlight the ideas, frame the concepts - invite people to listen, stay listening and remember what was said. 

A good speechwriter will write for those who will listen - and those who will speak. It takes practice, planning and care and a genuine concern for both people and place.

Cornwall’s coastline has dominated the world view this week as wealthy nations gather for the G7 summit. We’ve seen photos galore of the great and good touching elbows, wearing masks, and presenting us with platitudes on all manner of issues.

Despite the hard work of the UK’s government communicators to deliver this event during the pandemic, the gathering had something of a hollow ring to it and, when you look at the paperwork, there’s a real disconnect between ideas and delivery. Growing up on the outskirts of East London, the expression my old neighbour would have used for the summit participants would have been ‘all mouth and no trousers’ - which translates to all talk and no action.

From the outset, my heart went out to the people of Cornwall - trying so hard to keep COVID19 at bay but faced with an influx of so many from places raddled by the disease. From the citizen’s perspective, the antics of Boris Johnson and others during the meeting left me frustrated and annoyed as the whole meeting could - and should - have been done virtually. 

The cost of the event is enormous. Security is likely to cost NZD$135,883,218 and the whole event will push past NZD$200m. In straightened times, when belts have to be tightened and resources scarce how can such expenditure be justified? Last month, the UK Parliament offered a measly 1% pay rise to the nurses who cared for the country through COVID19. I’m sure a virtual meeting would have saved millions and made possible an improved and more appropriate pay rise. 

Then there’s big ideas. Again, the UK communicators have done a great job, carefully preparing statements and papers every step of the way but read them through and you’ll find more platitudes than purpose. Good communication is no substitute for inaction and the likely outcome from the summit, based on past performance, is that it will be all talk and no implementation. It will be interesting to track whether any practical improvements are made by the end of 2021 - or even 2022. 

The incongruity of the world’s rich and powerful making a flying visit to the UK in order to eat, drink and talk by the seaside will not have been lost on those watching - perhaps from a COVID bedside, a locked-down household, a TV screen in the unemployment office or a mental health ward.

Let’s hope there were some full and frank discussions among the G7 members and their guests on the duties and responsibilities of leadership and, hopefully, such discussions prompt a refreshed approach. At least it would be a useful outcome and one preferable to the pompous posturing we’ve witnessed at this costly non-event.

Image source and credit - G7 2021 Public Images/David Fisher
​https://www.flickr.com/photos/193204542@N08/51243720990/

Have you ever finished a really good story and found yourself missing the characters? They’ve become your friends, bound to you forever as you have been immersed in their world? I know I have - and I still miss some of them, occasionally re-reading well-worn books just to check in and see if everyone's ok.

Sadly, the same engagement won’t be found in organisational storytelling. Even though we have a proliferation of channels and a multitude of means to tell a good story, they mostly go untold, unread and ignored. 

I’ve spent the last six weeks with a variety of organisations working with them on their storytelling, helping their public relations and communications teams overcome some of the frustrations that lock up a good story and prevent their stakeholders from getting to know - and understand - the organisation’s heroes - and occasional villains.

In leadership sessions, authenticity is a prized quality, with the majority of would-be organisational leaders doing their utmost to be as authentic as possible but put them back into the workplace and in an instant, the transformational strengths of transparency, clarity and purpose disappear into the ether in favour of old-fashioned command-and-control. This means the real stories are seldom told, unceremoniously booted out in favour of ‘things we think we should say’ rather than ‘things that actually mean something to stakeholders’.

Organisations - be they government, businesses, charities, schools - default to the provision of information rather than telling the story of who they are and what they do for those they serve. The problem with information is that it is passive, is generally hard to find, it is presented for the organisation and there’s generally a lot of it that is very hard for the ‘outsider’ to piece together.

​Stories on the other hand are active. They go walkabout and they are for somebody - designed to help them, connect or engage. Stories explain and create meaning. They show us your world and invite us to build - or maintain - a relationship with you.

​My tip of the month is don’t be sitting comfortably churning out information. Reimagine storytelling for your business. Break the information chains that restrict understanding. Show us your characters and how they build your world. Engage me in such a way that I miss your organisation and actively seek you out. Tell me a story that changes my mind, makes me think differently or helps me understand. That’s our job to do - and to do it well.

New dawns always brim with hope - the dawn in the picture is from the start of the year when we decided to take a sunrise stroll on the beach. Hope is the magic ingredient that keeps us afloat in the stormy months we've navigated and the stormy months ahead and, although this time of year is generally awash with predictions of what's to come, I thought I'd spend a moment reflecting on how we need to equip ourselves to face the next dawn rather than ruminate on what might be.

There's no magical transition point as the year turns. No moment when all becomes well or difficulties are suddenly resolved. It is, after all, simply a date. But dates give us horizons, give us something to hope for and look towards which is why 2021 has been greeted with relish by so many. We have to remember though that many people around the world count things differently, have different dates of hope so the horizons shift and change, depending on your situation and your perspective.

In the US, for example, many had hoped that the transition to a new year would have seen a shift in focus from November's election to the pandemic that has cut a swath through the lives of so many, reaping havoc and death with little support from those ostensibly in charge. A similar picture can be seen in the UK, struggling under a new strain but also bowed down by the incompetence of its leadership. It doesn't take a fortune teller to divine that life is going to be very hard in the year ahead so what - as professionals charged with making sense of situations for the communities we serve - can we do? What do we need to do in order to smooth the path ahead? Here's five ways we can think beyond the horizon and help others move forward in 2021.

Change position

It's very easy to get comfortable, to view the world around us in the same way but we have to remember that change is constant. The pace of change increases during a crisis and a global crisis such as COVID19 sees  even greater acceleration and, although humans forget that change is constant, this acceleration is often too much for them to cope with. You might enjoy being a passenger in a car but when the driver takes the speed way beyond the agreed limit, comfort is removed. We can't go into 2021 as we have gone into the years that preceded it and, in writing that, I am mindful that for millions around the world, new year horizons over many decades have been mired in violence, disruption, disease and disadvantage, so the 'entering a new year as never before' is perhaps applicable to the 'richer' nations that have enjoyed the privilege of reasonable social stability until now.  As relationship builders and communicators we have to change our position, change our minds and change our behaviours. We have to understand what it is like to walk in someone else's shoes - indeed we need to know what it is like to walk with no shoes. We must develop a deep understanding as to the position of others in relation to our organisations and society. We won't be able to help others navigate what's ahead if we are always looking inside out - we must start looking outside in and determine the connection and relationships points we need to build or improve in order to fulfil whatever purpose is before us.  So get out there - do some experiential research. Really get to know and understand your stakeholders and communities. Burst your own bubble (metaphorically if you are sheltering at home) and reach out to others. Be uncomfortable, share their discomfort, then devise strategies to help you coexist and provide comfort.

Think differently

Changing position helps us to think differently. Ever been 'stuck' writing something or figuring out a thorny problem then gone for a walk that's triggered a eureka moment? If we stay in the same spot, we'll think the same things, stagnate and, ultimately, find ourselves bogged down, unable to move forward. Old thinking isn't going to fix today's problems. Old economic, political and societal models are not going to be appropriate or relevant in the years ahead - so think differently. Devise new ways forward.

Communicate openly

If we've changed position and gathered our thoughts we need to share them with others to turn them from ideas into realities that will benefit those around us. In sharing our thoughts and ideas we need to move away from the long-held communication structures that equate information with power and shift into open communication that is clear, authentic and trustworthy. We must develop communication processes that value listening before speaking, discussion rather than instruction, collaboration rather than conflict. If we continue with the 'speak, instruct, conflict' model of authoritarian communication that has become so prevalent in recent years we will be on the road to nowhere, the horizon increasingly obscured. Our job - and it is an urgent job - is to help our organisations change their approach and show them how to communicate openly.

Be constantly curious

Two great ways to learn fast are making mistakes and asking great questions. It is inevitable that we will all make huge mistakes in the year ahead and my hope for you is that your mistakes are manageable ones. By thinking first - and I've always said the thinking we do takes the most time - the mistakes should be minimal, so think well and think beyond the now.  Committing yourself to learning is to be constantly curious. It means asking the seemingly obvious question, asking the hard questions and asking the questions that will increase your knowledge and develop your understanding. There is always something new to learn and when we are exploring uncharted territory we will inevitably encounter things we don't know or have not experienced before - so be prepared to learn, learn fast and learn something new every day for the rest of your life.

Be courageous 

I've been asked many times what is the most important characteristic or capability for a public relations or communications professional and my answer is always the same - courage. Having the courage to ask the hard questions, take a different position, think creatively and learn from mistakes is essential if we are to do our jobs ethically and well. In our world of constant change, the need for courage is a constant. It takes courage to challenge your boss over bad practice when you know that doing so could mean no job at all but it's got to be done, especially if the resulting change reduces inequity and restores trust. Bravery confronts danger without fear - courage confronts danger despite the fear.


There's a final thought for you before I end - take heart, stay hopeful and act with compassion. There's much difficulty and danger to be confronted in the world but there is also much goodness and generosity. We've seen it in the selfless work of medical staff and carers around the world, we've seen it in the support people have given to each other, be that physical support with food or simply a long phone call to listen to their fears. As you confront the challenges, remember to draw strength from that goodness and look boldly towards and beyond the horizon.

Yesterday, I had the privilege of attending an evening with Dr Ashley Bloomfield, New Zealand's Director General of Health who has led the response to COVID-19. He is an exceptional public servant, full of compassion and humility and, to be frank, we are very lucky to have him. 

The evening was organised by the Public Relations Institute of New Zealand and the topic in hand was, of course, the communications response to COVID-19 which has also been exceptional. 

Many aspects of the response were covered during the course of the evening, including his embarrassment at becoming something of a celebrity here, but the remarks he made around leadership were the ones that have stayed with me.  He was asked if he had experienced any moments of self-doubt, particularly when it came to making the call to send New Zealand to Alert Level Four, our 'lockdown' level, earlier in the year. 

After a moment's pause he said that yes, of course there were moments when he questioned the actions and potential actions that were to be recommended but that was a necessary part of leadership because it makes you a leader who listens, who collaborates and who works on consensus.  He went on to say that leaders who don't listen and don't question the circumstances in which they find themselves are potentially dangerous as they will continue a course of action regardless of its consequences. 

Dr Bloomfield unfailingly describes himself as a 'public servant', an echo of more traditional times perhaps, pre-dating the notion of the leader as celebrity. I've always held the view that leadership is entirely about service, inclusion and equity. New Zealand has been one of several places in the world this year to have been fortunate to have leaders - both elected and appointed - who listen. My hope for 2021 is that all countries are able to call on the many people in their midst who are true leaders, who embody the notion of service rather than personal power, and who are genuinely concerned with the health and welfare of their people.

In the meantime, thank you Dr Bloomfield - and every single person in your team of health professionals, communicators, leaders and guides.

As organisations fight to stay relevant and corporate 'purpose' falls under the microscope, I had the great pleasure and privilege to speak with Toni Muzi Falconi, one of the world's leading public relations professionals, as part of the International FERPI webinar series. We covered organisational purpose, internal communication and the different approaches that have been adopted during the pandemic - a thought provoking conversation which I share with you here.

In a world turned upside down, how do you develop strategies to navigate uncertain times? How do you develop strategic relationships that will help you survive and thrive in times of global recession?  Available early July, our new course, Navigators, gives you the opportunity to find out how.

I've been looking ahead these last few months and, as we have slowly worked our way through lockdowns, dramatic societal change and new ways of operating, I've had the privilege and opportunity to guide fellow practitioners through the twists and turns of strategy development, examining some of the changes we face and how best to meet them. 

We must constantly challenge ourselves to explore new approaches and new thinking so we can help our organisations make sense of what's ahead and maintain the relationships they need to maintain their licence to operate. Understanding the process, looking beyond the tactical - the 'sending out stuff' - is critical if our discipline is to remain relevant. 

I hope you'll find this guided professional development session both useful and informative. Old rules don't apply - take some time to navigate the new ones.

Unprecedented is a word that's been whipped to death over the last twelve weeks, generally by governments flogging the dead horse of failure as their lame excuse for ineptitude before and during the current pandemic. Unprecedented however, does not excuse unprepared, as it is the duty of all governments to provide and plan for emergencies, protect public health and well-being. 

It's a known part of the job. It's the duty of government. It's what they sign up for when they're voted in. When emergencies occur governments must be ready and able to deal with whatever form it takes and it is inexcusable when they don't. There is no excuse good enough to cover the levels of incompetence we've witnessed, particularly when global pandemic has been on the risk index for years.

I found myself questioning whether certain governments around the world should be held accountable on the grounds of criminal negligence, given they've butchered COVID-19 crisis management so badly their people have paid with their lives and livelihoods. I also found myself asking whether charges of criminal negligence could conceivably be extended to include some mainstream media outlets like Fox News in the US or the tabloids in the UK as well as those responsible for communicating government intent. 

The definition of criminal negligence varies from country to country but in negligence alone, common factors include a breach of duty which causes the plaintiff to suffer harm. Criminal negligence refers to conduct when a person ignores a known or obvious risk or disregards the safety of others. It involves knowledge of a danger and is more than a mistake or accident. 

In the UK, Public Health England declares in its 2020 - 2025 strategic plan that 'our first duty is to keep people safe. Threats from environmental hazards and infectious disease remain great at home and from overseas. We work to prevent risks from materialising and reduce harm when they do. PHE has the capability to respond to emergencies and incidents round the clock, 365 days a year'.  Yet in the weeks that have led to 40,000 deaths in the UK (at the time of writing) the politicians were insouciant, dismissive and disdainful of COVID-19 as it began its lethal journey through the kingdom.  They were unprepared when they should have been prepared, ignored advice that would have prevented thousands of deaths and continue to offer few solutions or workable strategies to protect their citizens and fulfil their duty as a government.  A similar picture has been presented in the USA as the federal government there, led by an obfuscating president, fails in its duty to protect its citizens - the timeline of neglect has been well documented by national and global media outlets and, as with the UK, the daily death toll stands as an indictment of dangerous disregard.  Johnson and Trump are not alone - elsewhere in the world, Bolsonaro coughs on his citizens and Belarusian President  Lukashenko holds parades to upstage Putin, currently overseeing a Russia where again, citizens are dying in their thousands. Yet, despite the despots, those who actually care - the medical teams, the essential workers, the volunteers, the many brave and wonderful individuals - demonstrate the real meaning of duty as they bring courage and humanity to their work, saving the lives of all around them regardless of the hardship and difficulty they might personally face.

While dictators can lie in their beds and ignore the death and havoc around them, unaccountable to any, there is a chance that the autocrats and the bumblers might be called to account but, supported as they are by pliable mainstream media that push myths and mayhem into the mix, press spokespeople with little understanding of truth or fact, and government communicators who seem to work in apparent contradiction to their published code of conduct, their communications strategies and their duty of care, it is hard to see when anyone might be called to account for the tragedy wrought by their negligence.  

Here in New Zealand we've been fortunate to have a government that eschewed strategies that would lead to thousands of deaths and instead, opted to 'go hard and go early' to protect people, work with them to stop transmission of the virus, communicating every step of the way and sticking to the plans. The plans have not been well met by everyone but the success of compassion over chaos sees us moving tentatively towards an easing of restrictions - although acutely aware of entering the 'second wave' danger zone.  The government's duty of care and responsibility for the well-being of all New Zealanders was central to its strategy.  I, for one, am grateful for their diligence and I weep, helpless, for those who  continue to suffer and die because of the negligent.

We're all in this together. That's what we're told. We stay home and listen to the regurgitation of phrases that have slipped uneasily into use - social distancing, bubbles, reducing transmission - there's a lengthy list. As I write, here in New Zealand, we are thirty minutes away from discovering whether we will stay at Level Four Lockdown or transition to Level Three - described as Level Four but with takeaways. Life has changed. We're all in this together - except, we're not. The inequality that exists in systems worldwide means the lockdown experience varies wildly from mild inconvenience to a matter of life or death.

Global leadership too has varied wildly from country to country. Here, we have the relative sanity of Jacinda Ardern and her public health officials, including the Director General of Health Dr Ashley Bloomfield. They communicate well, frequently and clearly. They empathise with the people here, understand the disparity of experience and hardships that ensue. They have done their job - as leaders, they have led, but done so by taking us with them, been part of the collective action rather than imposing instructions. Not everyone is happy, there are still many who balk at the lockdown and I fear all the good work will be undone in thirty minutes if Cabinet caves under pressure from the shouty white male journalists and politicians who seemingly have self-interest at the heart of their existence. They rage mostly in their middle-age spitting fury at boomers and millennials alike but flip-flop daily in their opinions as to the best thing to do. So not all is rosy in this garden but the grass is most definitely greener on our side of the leadership fence. 

Overseas, we witness the rambling incoherence of an out-of-control president who apparently has no regard for anyone other than himself - he has that in common with the shouty men here. We see the recovery of bumbling Boris, who saw fit to thank the immigrants (Kiwi included) he said saved his life while he was suffering from COVID-19, brought on by a clinical dose of stupid following his  glad-handing of patients and others  to prove what a devil-may-care-jolly-good-sort he was. Johnson's convalescence appears to be taking some time and is perhaps an indication of the severity of the disease and the as- yet unresearched and unknown consequences of the illness. 
 
The UK and USA are not alone in their poor leadership and crass management of the pandemic. Brazil, Turkmenistan, Mexico - each have leaders who have positively boiled over with bravado in the face of the virus and now find themselves staring at uncountable deaths and uncomfortable truths. One of the many important questions we have to answer from here onwards is what do we do with leaders who are only interested in power and not people? Extreme political ideology is most frequently used to wield power and control - not provide benefit or fulfil the basic human rights of others. 

Jacinda Ardern stands out because she cares. Because she has stated her commitment and responsibility to the well-being of New Zealanders and lives that commitment every day. Emmanuel Macron stands out because he is passionate in his search for equality and the improvement of France and Europe. Angela Merkel - again, a person of integrity who cares deeply and has the intellectual capacity to see a way forward. 

Question one for this next era is this - how will we make sure we have leaders who lead, leaders who listen and leaders who will make sure none are left behind as we head towards the new world?

Part of solving that puzzle is making sure leadership communication is at the forefront of any future nominations, appointments or elections. Making sure that even seemingly 'born' leaders are trained in their craft and that those who advise them are of equal skill and ability. Only then will we be able to develop an interdependent society that addresses threats collectively for the betterment of all.