When organisations ask people to change their behaviour without making it easy to do so, even a well-written post can fall flat. Two local government examples show how everyday processes can frustrate communities and erode trust.

The Sydney Swans response to an alleged sexual assault incident was straight from the crisis communications playbook. And that’s why parts of it felt hollow.

Communicators working through crises often find themselves trying to convince leaders that front-footing an issue is the best approach. 

The stolen thunder effect is the proof needed to get leaders over the line.

The latest report on Australians’ news habits is out. We’ve extracted the key takeaways, along with what they mean for your communications strategy.

Reputation is only a buzzword if you fail to measure it.

The challenge is making the tangible link between organisational goals and true indicators of reputation.

Disabling comments is not the answer to managing tricky comments on socials. Here’s what to do instead.

It is pointless to resist the rapid uptake of AI tools. In many cases, it’s perfectly fine…but we must be careful not to expect a tool to deliver outcomes that are innately human.

Local Governments may be at risk of losing public trust if they don’t keep pace with community expectations around engagement.

Communications reporting should be relevant and help leaders make decisions. Vanity metrics are not the way.

Organisational trust forms when people have confidence in three core dimensions: ability to deliver, integrity and care for the people it serves. 

When reputation is a leading indicator in a risk management framework, it is regularly monitored, and performance is reported to decision-makers.  

Reputation needs to be built proactively for organisations to have any opportunity to maintain ongoing trust. Not doing so presents exposure to avoidable issues and unnecessary costs.