Communications
Once we have a clear way of explaining what we stand for, which is in tune with what residents want and the way our staff deliver services backs this up, we need strategic communications to become the guardians of our reputation. Too many of our communications leaders are not yet providing this stewardship role.
Chief executives take for granted that heads of communications should be proficient in the basics of communications craft. They now expect them to possess strong business insight, and detailed knowledge of both the council and the sector and capable of horizon scanning to flag up reputation issues. They expect heads of communications to be the bridge between the organisation and the communities it serves – to possess deep insight into the characteristics, beliefs and opinions of residents and stakeholders and the effects that the council’s actions and communications will have on its audiences.
The following competencies have been identified by chief executives as essential for heads of communications:
- Possession of political insight and an understanding of political processes
- Horizon scanning skills to flag up reputation issues
- Detailed understanding of council funding/spending and how the council operates
- Detailed understanding of local government and the development of policy
- Understanding of what drives reputation – what’s important not just what seems urgent
- Crisis management experience
- Detailed understanding of the perceptions and behaviours of residents and staff
- Ability to influence senior managers and resilience in defence and promotion of the council’s reputation
- Excellent management disciplines such as planning and evaluation
- Possess drive, determination and stamina in the promotion and protection of reputation.
Communications checklist:ü Competence - we have a strategic head of communications |