Today's World Health Organisation declaration of pandemic changes the game. Life is going to be very different during this pandemic stage and down the track, we'll be viewing life in two separate chunks - pre-COVID-19 and post-COVID-19. Our post-COVID-19 society and economy will look very different.
I've put together the COVID-19 resource for small businesses and solo communicators and you can get that here. It will be updated regularly as situations develop and there's useful information for anyone involved with communications right now.
Another urgency for us isn't just dealing with the situation we are faced with now - we need to look beyond the now and into what will be the 'new normal' in the years ahead.
The 'flatten the curve' graph has been widely shared and illustrates what happens without intevention - flattening the curve helps reduce impact on health services - but there is another curve that needs the attention of those of us outside the health system - the confidence curve. As the pandemic heightens and spreads, confidence and trust in organisations, social and economic systems rapidly diminishes.
We all need to tend to this curve throughout the crisis phase as, without care, it will extend far longer than the pandemic and, together with trust, must be smoothed and sent upwards so when all are well, societies can recover and regroup - albeit in a very different way to the way we've been operating for the best part of a century.
The post-COVID19 world will be very different, challenging and require a lot of work from all of us to create what will essentially be new systems and - hopefully - an improved society.
Wherever you are in the world, I hope you stay well, stay informed and stay kind.
Covid-19 is now viral - in every sense of the word. New Zealand announced its first confirmed case today, with officials stressing that it was always a case 'of not if, but when'.
Most country outbreaks are, for the time being at least, as contained as they can be but we all know how easy it is to catch a cold and, as Covid-19 is the same family as the 'common cold' I have no doubt that in the coming weeks we will all be aware of someone with the illness (if not ourselves).
Miscommunication has been rife for weeks now and has resulted in some very nasty racist attacks and displays of xenophobia. Social media is pumped up with rumour and counter-rumour and economic fall-out is beginning to occur.
So what role for practitioners in all of this? Quite a significant one of course but perhaps one of the most valuable and potentially overlooked roles in this type of situation is that of the internal communication professional.
Organisations of all types will face many challenges in the coming weeks and months. Inevitably supply chains will be disrupted and customers numbers will diminish but the greatest challenge will be staying in business or continuing to provide service as staff either fall ill, self-isolate or have to remain home as carers. Internal communicators should have already prepared their crisis plan in conjunction with their HR and leadership teams and have a programme underway - if not, now is the hour.
Clear, factual and consistent communication will help organisations maintain some form of business continuity. Internal communications professionals need to help their colleagues understand how everyone will work together to manage staff shortages, remote working, public-facing service delivery, wellness and hygiene as well as situation updates as case numbers rise and more people become unwell.
However, where the real value will be evident is in those workplaces where internal communicators have been active already, successfully building strong internal relationships in workplaces that give priority to the employee experience. In those instances, the crisis communication plan will be particularly effective because the fundamentals of trust, commitment and loyalty between the organisation and its employees will already be in place.
Hopefully, the organisations out there who prioritise and value their employee relationships outnumber those that don't - and those are the workplaces and organisations where the value of internal communications will be visible to all.
Below is a piece I first posted on LinkedIn as part of Global Ethics Month - some food for thought, especially if your thinking how #ethicsmatter in your working life...
Amidst the clamour of competing public interests, opposing views and amplified opinions, whose ethics matter more - yours or mine? Whose news is fake - yours or mine? Who possesses the greater truth - you or me? If we shout loudly at each other for a sufficient length of time, will we successfully convince others of our ‘rightness’, or will we artfully wear them into jaded apathy, agreeing - or disagreeing - with one of us simply to secure respite from the noise?
Even if you are in the business of news, information, stories and facts, I suspect you’ve turned off the streams in recent months or weeks to escape the outrage, the ugliness and the despair relentlessly pushed into our feeds. Profit-and-power motivated click-baitery has almost reached its peak and, I suspect, its zenith approaches as we hurtle towards various national elections but, for now, we are still bombarded with the angry, with the hopeless, with the indiscernible truths, leaving us searching desperately for a dancing TikTok kitten to momentarily pause the pain.
This churning, chaotic, challenging communication environment is fracturing relationships, reshaping societal landscapes and confusing everyday values - which means the conversation concerning how, when, where and why ethics matter is more complex than a hashtag share.
As public relations professionals our job is to build and sustain the relationships that maintain our licence to operate. Relationships are at the heart of what we do and those relationships are supported by effective communication, understanding and behaviour. Good relationships are founded on trust, mutual benefit and satisfaction, commitment and loyalty, reputation and understanding but if our behaviours are bad, our communications deceptive or our narrative misleading those relationships will be null and void.
Unfortunately, today's society is deeply polarised - in no small part due to the grotesque manifestations of leadership we’ve witnessed in the last few years. This polarisation has caused chasms of dissent, aerated by impenetrable bubbles of opinion hardened by the increasing atmospheric pressure of social noise.
Our role isn’t to parrot or to amplify a polarising opinion. It is concerned with elevating ethical behaviour, communication and understanding so that the relationships critical to our licence to operate are founded on values that benefit society, our fellow employees, our communities of interest, our stakeholders and stake-seekers.
Here's a challenge for you - list and prioritise the common, core values of the 21st century. What, in 2020, do we all agree is good behaviour? What constitutes transparency? What does the virtuous organisation do? Are values-based organisations actually values-driven or are they playing lip-service to concepts they think might be useful people-pleasing memes?
Around the world there are many examples of stated values being disconnected from the lived experience of an organisation — so experiential communication is discordant and the wrong notes are struck. There might be a government that says it cares about flood victims but fails to convene the necessary emergency meetings to help those affected. There could be governing bodies that crow about a child’s right to life, yet imprison them at borders or leave them to grow up in squalor in ever-expanding refugee camps. Or there might even be companies that pledge money to global causes and charities but fail to pay their employees a living wage or provide decent working conditions. Actions speak louder than words and, in the fifteen years I’ve been writing and speaking specifically about the role of the practitioner as organisational conscience, in some cases, thankfully, actions have improved and we have seen organisations of all types begin to actively demonstrate and live their values rather than simply publish some aspirational waffle on their websites. But — and there is always a but — times change and one of the greatest changes has been in the way in which we use language. Instead of using language to develop relationships, understanding, shared meaning and improvement, be that improvement to society, productivity, sustainability, well-being, economy etc., language has been used (and abused) to create disharmony, discord and despair, again in no small part due to the destructive caricatures of leadership we have endured. This means as well as looking at our organisation’s actions, we must carefully consider and guide the language and tone used in all forms of communication. Question whether it articulates and demonstrates our values or whether we are demonstrating a disconnect between who we say we are, what we actually say and where we say it, be that in person, on Twitter, or the office front desk. How well, as an organisation, do we listen when we converse — or are we simply talking and sending out stuff? Language is critical - and the choices we make around the use of language are ethical choices forming part of our guardianship of our organisation’s integrity, character and reputation.
In the many ethics, risk and reputation sessions I have facilitated, one question is always asked. "What if the organisation I work for continues to behave unethically, despite my very best attempts to advise otherwise and enact change". And that’s when ethics matter most - when they inform your own decision making and empower you to do the right thing. The stark choice for a practitioner may be accepting bad behaviour and, compromised, remain with the organisation or, walk out the door. Livelihoods jeopardised in this way throw choices into stark relief but, if we have a developed understanding of our own ethical self, the only choice is to leave and to be better for it.
Many professional associations around the world have a code of ethics. Adhering to a code of ethics is often the main point of difference between professional practitioners and those who have decided to hang a sign outside their door to say they ‘do PR’. Many of those codes are based on Western philosophy and behaviours and neglect to include some essential components — for example the wisdom, philosophies and values of indigenous peoples. A failing yes, but at least the codes exist and form a starting point for practitioners — and my sincere hope is that global organisations will revisit their protocols with a multicultural and diverse eye rather than a dominant Western one as has tended to be the case. There are many tools and processes out there designed to help practitioners build ethical behaviours into their strategy and planning - pyramids, question trees, issue boxes - there’s really quite the list. Part of our role is to help our organisations determine and enact their values, often arising as part of a change management or cultural change programme so we must equip ourselves so we can facilitate and provide good counsel.
As public relations professionals we are involved in some powerful undertakings and the choices we make, be they concerned with behaviour or language, all have consequences. Speak out or stay silent - yup, consequences. Push back, ‘speaking truth to power’, - again, consequences. Tim Marshall, PRINZ Life Member, expert practitioner and go-to ethics person here in New Zealand is often heard to say 'public relations operates where issues collide'. I agree entirely and where issues collide, as practitioners, we need a strong sense of our ethical self in order to help our organisations navigate issues effectively and build ethical relationships that endure and are of mutual benefit. We also need the one capability that I prize most among practitioners but which the one capability most often forgotten - courage. Courage doesn’t manifest itself when things are easy. Courage is found only when situations are hard.
The Global Capabilities Framework provides us with a great steer as to how we can discover our ethical self — and it is easy. Devote time to your own professional learning so you are equipped to meet the challenges ahead and develop the following professional capabilities as outlined in the framework:
Photo by Joao Tzanno on Unsplash
Be careful out there - there's a smog of misinformation that's fuelling some ghastly symptoms. China is caught up in an outbreak of a new virus and the symptoms being displayed elsewhere in the world are abhorrent. There's a rise in racist attacks, social media is alight with spurious claim and counter claim and 'official channels' are leaving an information vacuum that shortens the incubation period for conspiracy theorists and online trolls.
The main source of information should be the World Health Organisation but their briefings fluctuate from suggesting the situation is dire to suggesting all is contained. Their video on the virus wasn't terribly helpful and, to be fair, I found it to be a poor explanation of the situation that raised more questions than answers - plus it was a very patronising use of a very un-diverse Doodly-esq type video platform. Given the resources available at WHO, I really think they could have done better and should do better.
A global pandemic has been in the top five risks on the Global Risk Index for a number of years now and we've seen SARS, MERS and Ebola outbreaks since 2000 - so why has the communication around this viral outbreak stalled in such an amateurish way? Leaving questions unanswered creates worry and fear - emotions that are happily pounced on by those who want to further their own xenophobic agenda. WHO states this is a 'novel coronavirus', so it is new, it is relatively early days in the cycle - although the toll for Chinese people has been both considerable and deadly - and they are still piecing together information. All understandable challenges but in communicating the situation, tone should have been addressed as well as content. Tone that demonstrates some compassion for those suffering from the virus. Tone that allays the fears of those who think they might contract the virus and tone that affords some authority to those speaking about the virus.
During our risk and reputation training sessions this month we've tracked the 'spread of information' connected to Novel Coronavirus 2019 and one thing all the workshop participants agreed on was the need to urgently look at their own crisis and risk communication plans.
The other active discussions concerned the societal responsibility of all communicators to allay fears and minimise the chance (risk) of racist attacks. Staying informed, keeping up-to-date with the changing situation so we can advise and communicate risks and issues - all absolutely part of our jobs which, if the last month is anything to go by, are going to get more challenging than ever.
And if you need some help with your risk, reputation and issues management - contact us today and be prepared.
Photo by Macau Photo Agency on Unsplash
I've started another blog as part of a training and development undertaking for a client and this week I addressed the lack of leadership and sheer disregard for an emergency situation demonstrated by Australia's leader Scott Morrison.
As Australia burns, he's been off on holiday, reluctantly returning only under media pressure, then off hosting the cricket instead of addressing the out-of-control blazes destroying lives and property - seemingly oblivious to the needs and situation of the thousands of Australians caught in the middle of this horrendous disaster.
I wrote last year about the need for compassion in leadership. Tragically, such compassion appears to be sadly lacking in any of the actions presented by Morrison.
The letter is here if you fancy a read but as an example of how not to manage or lead in a crisis Scott Morrison will be cited as an example for decades to come. And if you find yourself working with a leader like Scott Morrison who is evidently struggling with their role - call me, I'd be delighted to help you develop their understanding as to society and stakeholder expectations and what they need to do, rather than what they need to say. Actions always, always speak louder than words.
Photo by David Clode on Unsplash
Mental load is 'a thing'. A real thing that drags us into inertia when we really want to be up and running at speed. One of the many 'things' that suffer when we are under great mental load is our own professional development - the time and energy we should spend developing our own skills and capabilities.
This week I delivered a webinar for the Public Relations Institute of New Zealand (PRINZ) designed to unwrap and explain the Global Capabilities Framework, a guiding document that helps practitioners around the world determine what they need to learn or develop in order to become capable professional practitioners.
Launched in 2018 following an extensive two year research project covering public relations and communications practice in every content, the Global Capabilities Framework was led by the UK's University of Huddersfield in conjunction with the Global Alliance for Public Relations and Communication Management (GA). It was the culmination of perhaps a decade of work by the world's public relations community that looked to provide clear guidance for practitioners on professionals development pathways that could be adapted depending on country or cultural setting. Research was designed to answer some specific questions and issues that emerged at the 2016 meeting of GA leaders which in turn followed a series of workshops and investigations that began in 2013. Questions and issues included reputational issues for the profession as a whole, finding agreement on terminology, core duties and descriptors, variable access to training and education, complex social issues and relationships - there was an extensive remit.
The end result provides a comprehensive guide to the capabilities practitioners need to develop in order to provide the best professional advice and value to their organisations. It also informs professional associations and the continuing professional development they provide so, for example, in late 2018 I aligned all of the CPD offerings from PRINZ to the new framework so that practitioners would have a clear understanding as to how any particular course, webinar or workshop contributed towards strengthening or developing their individual capabilities. I've also aligned all the courses offered here at PR Knowledge Hub so that content can reflect and build the capabilities we would expect from a professional practitioner.
In the past - and this has been true the world over - professional development for public relations and communication management has focused pretty much entirely on skills - the things we do. We do many things and I'm sure you can rattle off a very long list of the things you do, which might include written, visual, digital, and oral communication, all sorts of content provision, research, measurement and evaluation, risk and issues management - your list will be as long as your arm, if not longer. The difference with the Global Capabilities Framework is that it covers our capabilities rather than specific skills and this was a very deliberate choice on the part of the research team. Their future focus makes the framework a very powerful tool and one that can help us structure our future learning.
The framework is a great step forward but the biggest step has to be taken by individuals themselves. Making time to learn, to increase your knowledge, develop your understanding - none of these things are luxuries. They are essential if you are to stay relevant, stay up-to-date and meet the challenges of working in an environment where in order to properly serve our organisations and societies we must be prepared to learn something new every day.
So my Christmas wish for you is that you are able to find the time to stop, look, plan and learn next year. I've just finished my twentieth year of continuously recorded professional development and I can honestly say I don't regret a single second of the time I've spent. We are extraordinarily privileged to work in a profession that presents us with daily challenges and change that keeps us sharp and on our toes. But. If we really want to make a difference and help people keep their critical organisational relationships alive, we have to grow. To be open to learning and not leave things to chance. So, Merry Christmas - and best wishes for a mind-expanding 2020.
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.
This time next year, I hope to see you in Auckland when the Public Relations Institute of New Zealand will be the country host for World Public Relations Forum 2020.
The World Public Relations Forum was started by the Global Alliance for Public Relations and Communication Management at the turn of the century. It runs every two years and brings together public relations and communications professionals from around the world.
It's a great event and one not to be missed as it is a rare opportunity to meet with colleagues, share best practice, new insights, the latest research, case studies - successes and failures - and take part in discussions that will shape the future of the profession.
The theme for WPRF2020 is Connecting with Courage - something in these uncertain times we must be willing to do, and to do well.
You can find details about the conference here and visit the PRINZ website here. Heck - you could even buy yourself a ticket!
Parliament is suspended in the UK. A communications staffer is marched from Downing Street under police escort. Opposition Leader Jeremy Corbyn is harangued in Parliamentary corridors. Tory MPs who voted with the opposition are sacked. The unravelling - the loss of a system's licence to operate - has begun. And begun quite deliberately.
Power has been put ahead of people and functional relationships are a thing of the past as autocracy replaces public accountability in the UK. Observing all the strands of disfunction being pulled together it seems evident that the next move will be to encourage further dissension on the streets so that 'emergency powers' can be implemented and, at that point, we can probably declare UK democracy dead as Cummings pushes the UK's countries towards uncivil war and the system breakdown he seems to desire.
It has nothing to do with Brexit - that is simply a convenient scapegoat for years of austerity and poor government. It is instead a screen for Cummings and Co to manipulate an election so they can secure power for the few and misery for the many.
Aside from the difficulties the country faces, the current situation, stoked and fuelled a select group of mainstream media moguls already proven to wield too much power and influence, will put communications practitioners within UK's government in a very difficult position. The electioneering has already begun judging from the tweets, updates and photo ops coming out of No. 10 so the communications teams will be faced with some tough choices in the shutdown period - is the material campaign material or government communications, the latter being a valid use of their time. It's going to get a whole lot messier in the next few weeks.
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
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.