Sustaining Reputation in hard times Alex AikenDirector of Communications and StrategyWestminster City Council

June 2011

Five measures to sustain reputation

Seven deadly sins of communication managers

1. You put serving the organisation above serving the citizen2. You say “Yes Leader” when you should have said “No Leader”3. You do SOS communications when you should be doing

campaign communications4. You spent money on staff when you should have spent it on

research5. You have all been collaborating when you should have been

ordering. 6. You have all been tweeting when you should have been nudging. 7. You spend time on “process” and administration when you should

be doing communications

Leadership by Manchester United

“Control, managing change and observation. Spotting everything around you, analysing what is important. Seeing dangers and opportunities that others don’t see. That comes from experience and knowledge”Sir Alex Ferguson

Some History: Pace of change is increasing

• 1938: Westminster appoint a PRO. Why? • 1948: Government Communications and CIPR• 1965: London Boroughs start appointing PROs• 1986: ‘Political PR’ and legislation• 2001: IDEA Connecting with Communities• 2005: LGA Reputation Mark 1: Channels• 2010: LGA/LGcomms Reputation Mark 2: Strategy• 2012: LGAReputation Mark 3: Social Comms

Clarity of Story: Communications & Strategy

• Plan where you and your organisation want to be this time next year, in three years and have a story to go with it – tough choices, decisions, rebuilding, progress and fresh start

Value for money is the new green

• Key driver of reputation• Should drive all policies• Need to check for ‘silly

stories’• Critical autumn period• Need to tell the story

Communications as a conversation

Building reputation by changing behaviour

• Campaign communications

• Planned and specifically supporting the aims of the council

• Measured outcomes

Leadership communications

• Is this decision consistent with our story? • Are we on the side of people or against them?• Are we using power responsibly?• What is the evidence for this policy?

DO THESE POLICY CHOICES REPRESENT THE REPUTATION WE DESIRE?

The Future Leader: Chief Communications Officer

• Deliver behaviour change to increase access and reduce costs (Transformation)

• Guide and deliver the corporative narrative (Policy)

• Drive income and savings (Finance)

• Manage internal change (HR)

Alex Aikenaaiken@westminster.gov.uk

020 7641 3226http://www.westminster.gov.uk/services/councilgo

vernmentanddemocracy/communications-team/