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,…
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…
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…
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…
You’ve secured executive buy-in. They’re enthusiastic about the communication strategy and eager to take on media, customer, stakeholder, and supporter engagements. At first glance, this seems like the ideal scenario.…
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,…
Executives are expected to express their organisation’s value in ways that reflect a clear understanding of their audiences’ concerns, expectations, and questions. Doing this well takes more than talking points…
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…
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…
A common challenge faced by communicators is learning how to separate strategy from operations when planning and running programmes or campaigns. The terms are often used interchangeably, but they serve…
The project is complete. The objectives were met, the milestones were achieved, and everything went according to plan. Now, it’s time to present the outcomes to stakeholders. However, a successful…
Outputs and outcomes are both essential components of a communication programme, but they serve different purposes. Outputs refer to the tangible activities and deliverables produced, such as media coverage, social…
Research and data play a central role in shaping communication programmes and campaigns. They provide a foundation for understanding audiences, evaluating trends, and selecting the right approach to achieve meaningful…