Communications strategy

audiences respond to defensiveness and euphemism far more negatively than they respond to an admission of fault. If people already know something went wrong, telling them it didn't, or that it wasn't that serious, doesn't reassure them. It irritates them.

When a campaign lands badly, the instinct is to ask who signed it off. The real answer says more about how approval systems work than about any one person's judgement.

Everyone nods at the idea that change is the only constant. It is one of those lines we all agree with and then promptly ignore, because while we believe it in the abstract, we tend to run our communications as if change is an occasional event.

People are very good at answering the question in front of them, and not nearly as good at telling you what they actually need. This is not a flaw in your residents or your service users. It is simply how human beings work.

As search behaviour continues to evolve, organisations can no longer rely solely on traditional SEO tactics to maintain visibility and influence online.

How we’re helping the National Police Association win on LinkedIn by designing for what people say.

For years, we’ve treated communications as a desk job. Writing statements. Monitoring channels. Managing approvals. Reacting to headlines. Producing content at speed, often at arm’s length from what we’re supposed to be explaining and off the back of SLT requests. It’s efficient because it’s measurable – you always know where they are. Increasingly, it’s a massive problem.

A case study on our work to support the launch of the National Police Association.

A guide on how to utilise AI to improve your communications and utilise tools effectively.