Taking a look at X now, the @centerparcsuk account has been suspended due to suspicious behaviour.
What appears to have compounded the problem is that Center Parcs still had their old X account listed on their website.
All this does lead to a few questions for public sector comms people looking to navigate away from the platform.
I’ve blogged before that journalists and politicians are still doing well out of X. However, corporate accounts in the public sector are performing poorly. There could be a number of reasons for this. They don’t post the breaking news or rage-baiting that some journalists post in the space. Their residents aren’t generally using the platform to discuss local matters. Facebook groups and Nextdoor do that far more effectively.
But this does pose the question of what to do if you are winding down your X approach.
The Irish goodbye of leaving with the site intact and without fanfare does seem attractive.
A quick steer for you, Facebook have just made it easier for pages to join Facebook groups directly.
What appears on the face of it a routine admin task will further open the door to you using Facebook in a brighter and intelligent way in 2025.
In short, almost two thirds of the UK population uses Facebook and two thirds of them are a member of at least one Facebook group. These groups can be based around hobbies, interests or hyperlocal geographical communities.
How much of people’s timelines are Facebook groups?
Recent Facebook data shows that 15.5 per cent of timelines are from Facebook groups. That’s a higher number than that from pages.
What’s also striking is that posting a link into a Facebook group is penalised. Just 0.2 per cent of all posts are to a group that contains a link.
How many Facebook group memberships do people have?
There’s no upper limit to the number of Facebook groups you can be a member of. On average, based on research I’ve carried out for clients across the UK I’d estimate that people in London were on average members of two Facebook groups. Move outside the capital, counties and districts are likely to see twice that number.
Can a Facebook page join a group?
First, remember that you have no rights as a Facebook page to join a Facebook group. This is a space created by an admin and they decide who can use it.
However, the new update has edged the door open slightly.
Facebook group admin have been sent an advisory note that Facebook pages will be able to ask to join a group by default. Previously, admin had to go into their group back end and give permission for a page to join before pages could even try and join.
In other words its easier for pages to join.
How Facebook pages can join a group
As an admin of a Facebook page you can use Facebook’s own search tool to look for a relevant Facebook group. Before you ask there’s no shortcut. I’d always look to join through the front door so it is very clear who you are.
Why a page posting to a group is a good plan
Engagement rates on pages have been flatlining for some time.
So, going out into the wilds of Facebook is a clever thing to do.
Go to where the eyeballs are.
So, if there’s a spate of break-ins you need to tell people about in Quarry Bank you can do so best in a Quarry Bank community group.
When motorways were built in the 1960s Transport Minister Ernest Marples spoke of building a ‘golden triangle’ of roads across Britain.
Nowhere, he proudly said, would be a day’s drive away and Britain would come closer as a result.
There was even, bizarrely, a plan to build Motopolis, a town in the sky of 30,000 served by slip roads where the ground below would be given over to parks and greenery.
When new ideas emerges the broad arcs of imagination can build an impressive vision. The motor vehicle would be important. Just not like that. Detail follows later.
And so, AI. There has been a fair amount of attention paid to headlines surrounding Prime Minister Keir Starmer’s predictions of £46 billion of AI savings. That’s between four and seven per cent of every pound UK Government spends.
Most of the savings it appears a piece in the Financial Times says [paywall] will be through automated delivery. But the detail is yet to follow.
“This would involve the widespread use of AI to perform administrative tasks, such as transcribing meetings, sorting and analysing state consultation responses, summarising policies and conducting legal and parliamentary research. The government’s AI incubator is currently developing “Humphrey”, a package of tools to cover each of these areas named after the mandarin from TV series Yes, Minister.”
The strengths of a comms person
Many communications people are worried about the impact that AI will have on their jobs. I’ve spoken to one or two who are just hoping they can get through to retirement in one piece. That’s understandable but I think they are overlooking the strengths they have and the impact AI can make on their jobs.
As a public sector communicator, you have years and maybe decades of experience in spotting problems and issues. You can steer around icebergs and may have developed a useful sixth sense.
It’s amazing how we can take that for granted. In all the time I worked in local government communications, there was only one person I worked with who didn’t have such basic common sense. They didn’t last long.
AI tools can be helpful. They can automate tasks, they can help you create content but it still needs the oversight of a savvy comms professional.
AI and the hype cycle
At the moment, AI is on what’s known as a hype cycle. This is Gartner’s astute assessment of how we view technology. It starts with an innovation trigger and then climbs into a peak of inflated expectations. This is where so much of AI now is, they say. After this comes the inevitable fall into the trough of disappointment. What follows if the tool is any good is that it slowly climbs the slope of enlightenment.
Remember the dot com boom? At first AI companies had money chucked at them. Then people realised that every two man start-up wouldn’t have a billion pound turnover in five years. Remember boo.com? Most companies fell away leaving some useful ones behind.
The dot com bubble didn’t mean that the internet wasn’t going to change things. It just meant that it would take time to work things out. In 2025, we are in the early days of working these things out.
The common sense test
There’s a test I ran with a head of comms a while back who was worried about what to say to his chief executive who joked how he could run his team with AI.
He ran some of his to do list through ChatGPT and for a green travel to work scheme. He came back with a list that included a balloon release and IT building a car share app. The balloon release would be met with protests had they gone ahead and the app would cost £7k and not work as well as something already available.
The point was proved.
The line I heard a while ago that AI won’t replace a comms person but a comms person who can use AI will replace someone who can’t holds true.
There’s no escaping that a lot of public sector communicators are worried about their futures right now.
In England, swathes of local government are looking to merge which may mean smaller looking organisations. In addition, UK Government has announced plans to scrap NHS England and make a series of changes. Arms length bodies may be next under the microscope.
When I was 21, in my first job within two weeks the newspaper I was working on got put up for sale and everyone was told their jobs were now at risk. This was a learning curve for working in local government.
In all this turbulence, I thought I’d offer some advice from my own experience. This is purely my own experience rather than legal advice and if you are in any doubt seek independent advice.
Speaking of which…
Join a union
A union knows the law backwards and can give you clear advice. They can represent you and sit in on meetings with you. They are an insurance policy against bad employers. My first experience of this on a newspaper was the printer’s union rep making mincemeat of plans made up on the back of an envelope which were illegal.
I’ve been a member of the NUJ for 30 years and I wouldn’t leave home without it. This TUC union finder may come in handy. If you are already in a process this may be too late.
Oh, and a reminder, HR aren’t there for you. In fact, you are the last people they are for.
Stop listening to rumour
This is tricky because it’s a natural reaction to want to try and have your ear to the ground. However, by doing just that you’ll end up listening to a load of dog mess.
Every time I’ve seen this play out, following rumour has been tiring, time-consuming and unproductive.
It’s useful just to summarise your understanding of that meeting by emailing the person you met with with a recap. This can also capture a point that may have been made. They are keeping a written record on your file? Great. So are you.
Think of what’s best for you
As someone once said, if you want loyalty buy a dog. They’ll be the most loyal pal you can imagine. Don’t expect loyalty from your employer because it’s unlikely to happen. No accountant decided to keep someone on because they worked late that time.
Seek someone removed from the process
If you have a network of friends or relatives now is the time to lean on them a little. People away from your work colleagues or immediate family are the best people for this. They’re not being directly affected by what’s coming down the track.
Chat to work colleagues and you may find yourself talking to people who may end up going for the same job as you.
Whatever happens
Whatever the outcome, it’s unlikely to be the end of the road for you in life. There will be other things that you can do whether you depart for pastures new or stay where you are. There will be new things to learn and new skills to acquire.
If you go, go with good grace without burning bridges. You’d be surprised how paths cross and while that TikTok of you working your notice dressed in a clown’s outfit ‘just to fit in’ may be good for clicks in the short term it may fluff up the soul of your shoe further down the line.
So many of the skills you have are transferable and you can pack-up and take with you. In six months time I’ve ever confidence you’ll be sat somewhere better relieved that all this happened.
Picture credit: By Holy Island – 1983 by Helmut Zozmann, CC BY-SA 2.0.
They were right, there will be no memorials in every village and town.
It was too traumatic and was too painful.
In the early days of the COVID-19 I looked back to Spanish Flu to see how the pandemic would play out. It will be awful, I read. People will die. But once it eases we won’t want to look back.
In the years after the First World War, 220,000 people died in Britain. There are no memorials and no great art was created.
During COVID even more people died – 232,000. I got my calculator out to work out some sombre facts. Stack their coffins end to end and you will travel the 307 miles from London to Carlisle just passing pandemic victims. I began to work out how long that giant funeral cortage would take if it drove at 20 mph but I’d had enough. I got the point.
Five years today as I write this, it is the national memorial day to the victims of the pandemic. There are no church services in the borough I live in but the council is lighting up the Council House. The post to announce this on Facebook attracted 11 comments. Twice as many have commented about temporary traffic lights in Amblecote.
Too Soon?
When I posted a COVID-era image to a Facebook group I’m admin of the post was met with a reaction the same as if I’d punched a cracked rib.
‘Too soon,.’ one person wrote.
‘Instant PTSD.’
‘no, no. no, no, no.’
Wondering if this was just the public sector comms community I asked my daughter what her memories of lockdown was.
“Bad,” she replied. “All bad.”
It was too traumatic and too painful.
When the theatres re-opened after the plague in Shakespeare’s day there were no plays marking the subject.
It was too traumatic and too painful.
The impact of COVID on public sector communicators
I kept a tracker survey up during the height COVID that measured the impact on public sector communicators.
In the macabre league table, police PR and comms were the most stressed group with civil servants having least faith in their leadership.
I think all those who took part would be quick to say that those who died and their families had it far worse. It would be trite and thoughtless to say any different. My work colleague lost her Mum and I can’t imagine how hard that must have been.
But there’s no doubt that COVID had an impact on teams. Overnight, people had to work from home, wear masks and work a 16-hour-a-day treadmill without end.
People walking off the job burnt out became commonplace.
After lockdown eased and things opened up I was struck by the number of teams who had new staff. A team of 10 may have two or three veterans who had worked through the pandemic and the rest were new.
Me? I went down with COVID in the first wave. My wife was briefly hospitalised and I suffered mild long COVID symptoms that saw me unable to work a full day for nine months.
A common purpose
One thing the survey at the time captured was a lasting sense that people were working for a common purpose.
Without public sector communicators so many more people would have died.
I hope people can bring themselves to remember that when they look back.
Creative commons credit: North John Street, 1988 by Keith Edkins CC BY-SA 2.0
Now, a few years LinkedIn was often derided as being ‘Facebook for accountants.’
But since Twitter changed into X with the attendant issues that’s brought the Microsoft-owned platform has become one of several ports in a storm.
LinkedIn is the platform for professional people and guards against some of the worst excesses of other platforms by asking people to add to their profile their online CV.
So, how to use it as an organisation?
Using LinkedIn effectively
As an organisation, there’s two routes. Firstly, encourage your staff to use it as themselves. That’s particularly useful for staff who may well be contacting business people as part of their job.
A bloke called Dan when I worked in local government used it brilliantly. His job was to connect businesses in the borough we worked. He told me he would get answers far quicker by going through LinkedIn and finding the buyer than he would going through the company’s generic email address.
But more than that, the chief executive or even comms person sharing the good work and contributing to discussion on LinkedIn is an advocate for the place they work just as they are for themselves.
Encourage people in your organisation to use LinkedIn but know that it’s not mandatory. But beyond that, asking an accountant to share a corporate health and safety message aimed at engineers is the wrong way to go about it.
What content works?
There are many more tools available to a LinkedIn page admin than any other channel.
You’re probably aware of being able to post a picture, a text update and maybe a video. But did you know you can post a pdf, a landscape video, a vertical video and also post artwork and text as a video? You can repost too which mimics the retweet function.
Here’s the data from 250 posts as a cross section of the public sector.
What surprised me is that carousel content – that’s a spread of three or more pictures – topped the charts. That’s exactly the same as the 2025 numbers for Facebook and Instagram.
Take a look…
The carousel of images certainly makes sense. It’s visually interesting, and it’s likely to hold the scroller’s attention for longer.
What is surprising to me is that artwork is comparatively high. It’s third in the table. At the bottom is toolkit content. No surprises there but the repost function also didn’t connect that well.
Here’s an example of a carousel. In this case, Manchester City Council has used images with permission from Instagramers. They post to Instagram and I’ve also seen them post to Facebook.
Here, the images celebrate Spring. The lack of call to action is a strength. It’s just good content that encourages engagement. By posting things that aren’t selling you are tapping into what social media really used to be. It’s a conversation rather than a marketing technique. Besides, the algorithm will show that important update to more people next time around if people are engaging.
I’m not surprised that NHS England have created a good example of the vertical video genre. For me, their LinkedIn page is one of the best. It celebrates staff as well as communicating big picture messages. As a result, almost 800,000 people follow it.
Landscape video isn’t rewarded as much as vertical. This should inform your future content.
In addition, there is the genre I detected of artwork as video. This is text on a screen or designed images to make a point. As the scrolling passer-by, this seems maybe less likely to reach a wider audience. But if its for your niche then it can work.
Please, post jobs as a separate jobs post
You may be wondering why jobs aren’t featured in this review.
That’s because jobs are a separate stream from routine updates. When you post using LinkedIn’s own jobs functionality you are adding the position to a large pool that users can search. For example, there are 800 jobs on LinkedIn 40 kilometres from where I live. That’s an entirely separate thing. Please, don’t post jobs into the main posts. Few people will see it. Far more will look at the jobs stream and look what’s there. It’s the difference between using a trawler and a kid’s fishing net in the canal.
Good content
Of course, what this analysis doesn’t factor in is the nature of the content. It doesn’t differentiate between the story of the daughter following in the footsteps of her mother to be a paramedic illustrated with a picture or the picture of the building where the training happens. One is more engaging than the other.
For me a good LinkedIn page needs to celebrate staff, celebrate success, celebrate partner’s success as well as promote jobs using LinkedIn’s jobs functionality.
Pages included in the review
I looked at 25 posts on 10 UK public sector pages including NHS Fife, NHS England, NHS Supply Chain, Local Government Association, Manchester City Council, Powys Council, Metropolitan Police, Police Service Northern Ireland, Dorset & Wiltshire Fire Service and Scottish Fire and Rescue.
Where possible, you should engage with the wider civil society including groups, communities, and non-governmental, academic and public representative organisations that have an interest in your project. Collaborating with people both inside and outside government will help you ensure we use AI to deliver tangible benefits to individuals and society as a whole. Make sure you have a clear plan for engaging and communicating with these stakeholders at the start of your work.
But all of a sudden when faced with how to apply this people often start to feel uncertain. There’s nothing wrong with this. One of the gifts of a good public sector communicator is to spot the potholes in the road they are travelling down. With AI we are in new territory.
What do the public think of AI?
There’s concern about whet people will say if they find out you are using AI.
Maybe you’ve not fessed up to IT on how you are using it.
Not only that, but the public sector doesn’t have masses of friends right now. Local government budgetshave had billions of pounds stripped from them by Government. It’s a situation other parts of the public sector can recognise too be it NHS, fire and rescue, or central government.
So, what do we do?
Well, if you’re using AI you could go for the Ostrich approach and hope nobody spots you.
But if word gets out – and it will – you’ll be playing catch-up to all sorts of lurid rumours of how what you secretly want are robot nurses in our hospitals or that AI will make everyone in the Town Hall redundant. To be fair, people have got legitimate concerns about AI and their jobs.
Far better to be, as the principle states, open and transparent.
What does open and transparent AI look like?
So, if the debate is not if you should be transparent but how much what should how much look like?
Five minutes of searching Google News has not located a single story covering this fact.
So, it appears that being open and transparent would normalise the use of AI. This is how it should be.
Can you dodge out of it?
Now, you can say to yourself that you don’t have to worry about UK Government guidelines because you are not in the civil service. If that’s true, you won’t get a tap on the shoulder from a civil servant. But is that seriously good enough?
Other parts of the public sector have been slower in getting their act together.
The tide of AI is rising far faster than the ability of policymakers to draw up sector-specific policy.
If you’re bright I’d urge you to put your own thoughts to it.
Granular or big picture?
If the Scottish Government example is big picture what about other tools?
I’ve not seen a requirement to mark as AI-generated text made with the help of a tool like ChatGPT or Copilot. In fact, LinkedIn encourages you to use AI tools to write the post.
Let’s not forget the curious case of the Bournemouth Observer a site with fake journalists created by AI which closed down after being exposed by the Hold the Frontpage website. We don’t mind AI, the moral of the story appears to be, but we don’t like being mislead.
How granular should you be?
You should be marking AI-assisted images and video as AI when you post to social media.
Should you also say if each individual post, web page or press release was created with AI? Or should you have a space on your team webpage that explains how AI is used? Or maybe, follow the Scottish model and have a sector-wide registry?
These are questions that haven’t been resolved in the public sector.
Elsewhere, parts of the third sector is taking a lead on this by requiring ALL content to acknowledge the role AI has played in its creation.
For example:
Staff are free to use AI tools if they wish for their own work, but are asked to make it clear to others when they do so, including in any work we publish. Hannah Smith, Director of Operations, Green Web Foundation
Friends of the Earth in their policy document on setting out their seven principles of how they will use AI included transparency. In keeping with the spirit of this they set out as an appendix to the document how they used AI. Google Notebook was used, they say, along with spell-checking from Google Docs. They add:
We used generative AI to generate text sparingly and didn’t use it to generate images at all. A small number of paragraphs in this article started out as AI-generated based on our prompts as a form of placeholder text while we built up arguments in other sections. These placeholders were then deleted, rewritten, edited and otherwise remixed. The vast majority of the article was written and edited without any generative AI.
Half of news run through an AI assistant has ‘significant issues’
In the study, the BBC found that:
51 per cent of all AI answers to questions about the news were judged to have significant issues of some form.
19 per cent of AI answers which cited BBC content introduced factual errors – incorrect factual statements, numbers and dates.
13 per cent of the quotes sourced from BBC articles were either altered or didn’t actually exist in that article.
People may think they can trust what they are hearing from AI assistants but they clearly can’t.
A new metric is emerging for AI tools
Once we had readership and ABC figures showed how many people were reading newspapers and magazines. How many column inches of coverage you were producing was a significant measurement.
Then came the internet and where you sat in search rankings were coveted. The SEO industry was born.
Now it seems that a new measurement that maps how you appear in AI tools is being born. ‘Share of Model’ is a term being used to show if you are cutting through to AI-tools like ChatGPT or Copilot.
This path is leading us to a fundamental shift.
It looks like we could be at the start of a new era in communication. We’ve had the print and the electronic eras, and the tectonic plates are now shifting from the digital to the generative AI (GenAI) era.
– Tom Roach, Marketing Week, 2024.
As the the wonderfully titled Brilliant Noise agency observed in a recent newsletter brands that dominate AI-generated answers could win market share simply by being the name the AI remembers.
That’s such a fascinating point.
But it leads us back to the question about how we deal with inaccurate content generated by AI.
Challenging AI produced by news sites
When I was asked the question of how to deal with news sites using AIU tools for inaccurate information at the LGComms session this struck me as being tricky.
On reflection, this is probably as easy as its ever going to get.
Under old school rules, people challenged inaccuracies in the paper by ringing up the journalist. The Editor’s Code of Conduct meant they were obliged to give house room to your objections.
Today, Reach plc and others are using AI tools to generate stories. Or rather ‘content’ as perhaps we should call it. How easy would it be to contact the out-of-town business park or back bedroom in Guildford where these content producers now sit? I’d say it would be pretty tricky and I’m not sure those AI-wielding uber journos would give a stuff about your objection anyway.
This leads to the need to challenge inaccuracies in public using social channels. In other words, calling out that publication directly.
That’s the easy bit.
Sometimes, people are hesitant to do this for fear it would jeopardise a relationship. That’s a fair point. But the question that needs to be asked is this. What relationship do you now have?
Quite how you challenge inaccurate content produced by one man’s Siri or one woman’s Bixby I have no idea.
Welcome to 2025, there are a lot of blank spaces that need filling.
Ever wondered what content gets the most views on public sector TikTok?
Then look no further because I’ve gone through the numbers for 12 public sector accounts and looked at more than 250 posts.
The surprising answer is that meme content performs best for public sector accounts.
Meme content often comes from editing in Capcut to take advantage of the tool’s templates that allow you to tailor a moment of pop culture with your own message.
Here’s the numbers.
However, meme content isn’t always the easiest to achieve. Ephemeral and flippant this plus into the audience but isn’t always recognised by senior people as being content befitting of the organisation.
On this, they are both right and wrong. To them, they are right. But often senior people just don’t like TikTok. The answer to that is that they’re not the audience. Yes, you can create something that is inappropriate using a meme. But more often than not it can land with a younger demographic.
What a meme looks like on TikTok
This clip from West Sussex Council shows the meme of Gary Barlow taking selfie video saying ‘This is my idea of a good day out.’ You can then add an image or footage. Here’ the background is a polling station.
What original content looks like on TikTok
In this clip, A& E staff deliver a warning message that A&E is nearing capacity. Original content can either have a piece to camera delivered like this, record ambient noise or have a voice over added.
What music looks like on TikTok
Music is where TikTok gets its reputation, of course. Universal struck a major deal with the platform to allow 15-second clips be used by creators. However, be warned. If you have a public sector account it would be advised if you converted to a business account. This way you’ll only be shown the tracks that have been licensed for commercial use.
This South Wales Police TikTok uses music to good effect.
In summary
TikTok will have a different audience from the rest of your channels. They will demand Tiktok-shaped vertical content that is entertaining, easily digested, grabs attention and doesn’t bore.
What was striking was that the reach of TikToks was greatly higher than the follower numbers. The research here looked at follower numbers and then looked at how many people had viewed. North Lanarkshire Council, for example, has less than 3,000 followers but produced video routinely that was clearing 60,000 views. That’s incredible and credit to them.
This shows that the cut through on TikTok can be much different to on other social channels. But no wonder. TikTok’s algorithm is about interests not friends and family. So, if you produce content that echoes other people’s interests then you’ll be seen by more people.
As part of the study I looked at Oxford City Council, North Lanarkshire Council, West Sussex Council, Metropolitan Police, South Wales Police, Dartmoor National Park Authority, Great Western Hospitals NHS Trust, Sandwell & West Birmingham NHS Trust, Peterborough City Council, London Ambulance Service and South Yorkshire Fire & Rescue.
Underlying trends can be hard to map which is why the Edelman Trust Barometer is such a useful document. Simply, it looks at who UK people trust and the answer can often be ‘not the public sector.’ In this blog post Nicola Todhunter sets out five key pieces of learning you absolutely need to reflect on.
Each year, the Edelman Trust Barometer delves into public attitudes towards the media, business, NGOs, and government. It’s an annual, global survey of 33,000+ people. It’s by no means perfect, and we shouldn’t take it as gospel. (It’s run by the world’s biggest PR firm, with some ethical quandaries and questions.)
But it remains a thought-provoking read. It offers a clear breakdown of detailed data. It’s full of insights that we can make practical use of (and a respected source to back us up when we need it).
Here are my five takeaways for public sector communicators from the 2025 Edelman Trust Barometer UK report.
Five takeaways
People are finding it harder to know who to trust
More than ever believe that leaders are intentionally misleading them. And most people still feel it’s hard to tell whether news is from a reputable source. This hasn’t changed since 2021.
People increasingly feel that the media is driven by attracting a large audience or pushing a particular ideology, rather than informing the public of things they need to know. Of course, in our polarised world, people often mean very different things by ‘what they need to know’.
In fact, people in the UK don’t have trust in any type of media. Feelings are merely ‘neutral’ towards search engines and traditional media. There’s significant distrust of social media and ‘owned media’ such as companies’ own websites, newsletters, etc.
We need to work with the traditional media to help them rebuild trust. We can offer unique opportunities to cover the things that matter to local people.
We can provide spokespeople that their audience will sit up and listen to. Scientists are far and away seen as the most trustworthy group, trusted by 76 per cent of people. I think it’s a fairly safe assumption to extend that to clinical professionals like nurses and doctors. No prizes for guessing that government leaders and journalists bring up the rear, trusted by only 34 per cent.
With a high turnover of reporters who are often under a lot of pressure, it can be tough to build relationships and help reporters fully understand what large, complex organisations and systems actually do. But we must keep trying – when it pays off, everybody wins.
And we need to ensure that people know they can turn to our channels for reliable information. That means using trusted voices like scientists and people who our audience can identify with. Everything we share must be accurate and clear.
Younger people are willing to try more extreme tactics to change things
The majority of young adults – 6 in 10 people aged 18-34 – approve of ‘hostile activism’. That’s things like attacking people online, threatening violence, or damaging property.
We’re likely to see the impact of this online and in person. Expect even more online hate targeted at organisational accounts. Online campaigns may spill over into vandalism of our sites. Forewarned is forearmed.
People feel angry and cynical, and it’s ‘us’ versus ‘them’
Most people – 70 per cent – feel a moderate or high level of grievance against businesses and the government.
Among this group, most people felt that that anything that benefits other groups who don’t share their politics must come at a direct cost to them. A large part of society is starting to see things as a ‘zero-sum game’.
We are going to need to make it clear to people how initiatives and changes will make things better for them specifically. We can’t rely on a warm and fuzzy understanding that ‘a rising tide lifts all boats’.
People’s high level of trust in their own organisation’s CEO has stood out in the last few Barometer surveys. And although it has decreased, it’s still up there
Internal communications are still a trusted and influential source of information. Don’t underestimate that. We need to make sure leaders understand this, and think carefully about how to use this influence. We cannot take people’s trust for granted.
The Edelman Barometer survey isn’t all doom and gloom
It also helps us to understand what is needed to try and reverse these trends. Two things stand out.
To regain trust, leaders need to show that they genuinely understand what people want and need. And they must show how they are taking real action to change things for the better.
Our communications need to reflect this. The words we use can sometimes put up walls. Instead, we can help leaders to understand the importance of talking to people in clear language, which they can understand and relate to. We must focus on showing, not just telling, and words which are backed up by actions.
