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 clear understanding of their audiences’ concerns, expectations, and questions. Doing this well takes more than talking points…
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…
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…
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…
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…
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…
A well-structured programme or campaign requires clear alignment between goals, objectives, outcomes, and measurements. Goals provide direction, objectives define the specific steps needed, outcomes indicate success, and measurements ensure accountability. …
A plan needs a clear starting point, and for communication, or project plans, objectives provide the foundation. They establish direction, define success, and ensure efforts remain focused and measurable. Without…
A communication plan is a critical tool for any communicator. It serves as a roadmap, ensuring that messaging is strategic, targeted, and aligned with organisational goals. Without a structured plan,…
Communicators are often excellent at shaping narratives and delivering messages. However, when it comes to briefing their own teams on projects, campaigns, or programmes, clarity is often lacking. A poorly…