Change can be radical and the incoming Labour administration shows no signs of letting the grass grow.
In a few days time the Kings Speech will set out the new Government’s plans for the next Parliament and there’s plenty for public sector comms to think about.
For me, the most significant of the 30 bills expected to be listed is the long awaited Hillsborough law. In short, this puts an expectation of candour on public officials and bodies at a public enquiry. In other words, to be honest and transparent when things go wrong.
This recommendation was first made seven years ago by the Government report into the 97 deaths into the football stadium disaster of almost four decades ago. It is high time it was enacted.
Why is this significant?
In very simple terms, a lack of transparency from some public bodies has led to justice delayed. South Yorkshire Police for decades blamed Liverpool fans for the Hillsborough disaster rather than reflected on their own actions.
There’s a catalogue of errors that reputation management has had a hand in.
What’s wrong with reputation management?
In itself, there’s nothing wrong with the comms team looking after the best interests of the organisation. Reputation management is presenting the best side of the organisation to the public.
The problem is reputation management can label everyone who isn’t happy as the enemy.
In the NHS, the Francis report highlighted reputation management as one of the problems with the running of Mid Staffs Hospital in Stafford. Findings highlighted: “An institutional culture which ascribed more weight to positive information about the service than to information capable of implying cause for concern.”
The report into problems with East Kent’s maternity department highlighted reputation management singled out “denial, deflection, concealment and aggressive responses to challenge.”
The Lucy Letby murders also highlighted reputation management as one of the issues in the case.
Then there’s the Post Office sub-post master prosectutions.
Every organisation makes three types of decision
Let’s be honest. Any organisation makes three types of decision.
First are good decisions.
Second are good decisions poorly explained.
Then there are bad decisions. They make no sense, they’re unpopular and lead to flak.
The role of comms in decision making
Of course, the ideal is to be at the top table helping the decision makers and flagging up problems. But the world isn’t like that. So, the role of comms is to play back the online feedback to the decision makers. If there’s a 20 comments in rapid order calling the decision out do you need to better explain the decision? Or is this something for the organisation to reflect on?
The answer to this is often above our pay grade but we comms can help give information that will help shape their answers.
A more healthy approach to reputation management the Hillsborough Law introduces can only save lives.
It doesn’t need a disaster for you to start doing it.