In the previous article, we explored five principles for smarter communication planning. These principles guide how communicators can frame their master plans for 2026: Negotiate at the level of outcomes,…
As the calendar year draws to a close, communicators are tasked with shaping or contributing to the organisation’s master communication plan for the year ahead. This process is not just…
Reporting to management and stakeholders is not just the closing step in issues management. It is a structural necessity during the monitoring stage. While many communicators focus on escalation once…
Crises rarely appear from nowhere. They are usually the culmination of smaller issues that have grown over time. To understand how to anticipate and manage these developments, it helps to…
In communication, distinguishing between an issue and a crisis is not just a matter of terminology. The distinction determines the resources you use, the level of urgency applied, and the…
Issues management and crisis communication management are often used interchangeably, but they are not the same. The distinction matters, especially for communicators at the early stage of their careers. In…
In a perfect world, each executive would have a dedicated communications advisor. These advisors would be in sync, coordinating efforts with shared timelines and strategic outcomes. But that’s not the…
Communicators are often expected to show results—but the skill of explaining outcomes is not the same as measuring them. Yet in many communications workflows, these two distinct actions are mistakenly…
You’ve aligned the executive team, briefed key spokespeople, and secured a strategic opportunity—whether that’s a media interview, panel appearance, or stakeholder roundtable. The planning was tight, and the comms team…
A communications agenda is not simply a set of tasks or a calendar of appearances. It is a strategic tool that helps align the executive’s role with the organisation’s visibility,…
Communicators often prepare executives to represent the organisation across key moments, channels, and audiences. A strong communication agenda may set the foundation, but the more difficult task is measuring whether…
Executives are expected to express their organisation’s value in ways that reflect a real understanding of their audiences’ concerns, expectations, and questions. That includes employees, customers, regulators, investors, and other…
Trust is a foundation-level value that businesses need to earn and maintain. It is no longer enough for organisations to talk about trust in marketing materials—it has to be seen…
In communications, Big Ideas often take centre stage. They are bold, attention-grabbing, and offer the promise of immediate impact. Compared to that, Small Ideas may seem less exciting or even…
Big ideas are meant to drive attention and engagement. Without clear objectives and meaningful KPIs, they can become distractions rather than strategic assets. A concept that looks impressive on the…
The promise of scale has always appealed to communicators. Whether we’re raising awareness, shifting perceptions, or influencing behaviour, reach is often seen as a marker of success. In recent years,…
Big ideas help communicators do their jobs more effectively. When a campaign or programme starts with a strong idea, it’s easier to cut through noise, hold attention, and move people…
Communications and creativity are closely connected. At its best, communication activates human curiosity and interest. That’s what makes it effective—especially in communications efforts and outreach. Our audiences don’t engage because…
We often don’t know what we don’t yet know. That’s what makes after-action reviews essential. They help communicators uncover overlooked details, identify areas for improvement, and sharpen what worked. More…
One of the most persistent challenges in communication is showing how programmes and campaigns influence audience behaviour. Whether the goal is brand trust, issue awareness, or product interest, many communicators…