Lansons' newsletter - Winter 2018
2019: Uncertainty = Opportunity
Our Chief Executive and Co-Founder, Tony Langham, writes our final lead article of 2018 and looks ahead to 2019.
I can’t remember many years starting with such an air of foreboding as 2019. If you want to feel depressed, pick your theme: Brexit, climate change, inequality, nationalism, protectionism, war. We’re entering the last year of a decade still without a name, but if history christens it the lost decade, it won’t be a surprise.
But fatalism never got anybody anywhere. As Hermes says in the superb Hadestown currently wowing audiences at the National Theatre, Orpheus could see the world not as it is, but as it could be. And that’s what we should do in 2019.
The key for business is to focus on the things that they can influence and control. For many this means controlling costs, deferring investment decisions and delaying plans. And I have no doubt that we will see redundancies and cost reductions. But I always try to remember Henrik Ibsen’s observation that the majority is always wrong.
In the world of investing, John Paul Getty advised people to buy when everyone else is selling and hold until everyone else is buying. If everyone else is feeling uncertain, that means there must be opportunity, either to acquire for value or enter new markets slightly freer of competition.
Closer to home, there is a major opportunity to unite all colleagues behind the purpose of the organisation. In an uncertain world, a business can offer certainty – of social purpose and of objectives. Everyone should know why an organisation exists, what it’s here to do, why clients should choose it and why people should want to work there. If those things are not already clear where you work, then 2019 should be the year of defining purpose.
"2019 should also be the year where business leaders shed their timidity and begin to speak out."
Capitalism may well be a flawed system, but it is better than all the others and we need to convince society of that. And our society now expects the best of our businesses to engage with its key issues, whether they be education or health or gender equality, diversity and opportunity for all.
At Lansons, while we’re never going to disown our “PR” heritage, we continue to evolve our skills and abilities and re-position ourselves as a full service Reputation Management consultancy, with a fast growing Content Marketing capability.
I was commissioned jointly by the leading UK industry body (PRCA) and the leading global industry body (ICCO) to write their book on our industry. Reputation Management: The Future of Corporate Communications and Public Relations is published by Emerald on Friday 21 December.
In it, I argue that the best organisations need to be as good at managing reputation as they are at everything else. For a preview, the publishers have opened the first few pages of the book, together with details of the 81 people who contributed, on Amazon.
On the eve of another year of uncertainty, on behalf of everyone at Lansons, I’d like to thank all of our clients for your continued support. I’d also like to wish all of you and all of our other friends a happy holiday season. And I’d suggest that in 2019 we modify that most British of slogans and keep calm – and carry on being ambitious.
Chief Executive & Co-Founder of Lansons
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Where now, following the 'Vote of Confidence'?
Where Now Following the ‘Vote of Confidence’?
So, the Prime Minister has won the vote of confidence, not quite as well as she might have hoped, but still by about a two-thirds majority.
With 117 voting against her, she has either lost the support of two-thirds of Conservative backbenchers, or a good number of those on the Government payroll. Either way, it was a typically Theresa May victory: not particularly good, but enough to drag herself on.
Those unhappy with her leadership – which in fairness is probably a lot more than those who voted against her – will potentially have to wait another 12-months before they can have another shot at getting rid of her.
There will be many who will be fuming at those who pushed for this vote, because had it happened after Brexit in April, there would be a stronger case for her to go at that point. Many will simply have voted for May because now was not the right time, not because they had confidence in her.
Number 10 aides have already briefed that a vote for her now is not a vote for her to go into the next election as PM, so while it might not be a full 12-months, the outcome of last night is that Theresa May clings on. As it is, the only result is that Brexiters have spiked their guns and shown themselves to have done nothing but split the party.
Its only real outcome is that it has forced the PM to acknowledge that she can’t go on indefinitely – that she will leave at some point in the next 12-months, probably once Brexit is finalised.
So, the Prime Minister is safe for now, but last night doesn’t change the fundamentals of the dilemma she finds herself in with her deal. She still doesn’t have the votes for it, and if anything, those who voted against her yesterday have probably hardened their position against it even further.
The Prime Minister’s attempts to find a position in which she can bring on board almost all of her party and a substantial number from other parties seems as far away as ever.
So where next for the deal?
Theresa May will trudge back to Europe and try to find something extra to sweeten the pill. And I want to stress here that it’s wrong to suggest there’s no room for manoeuvre for the Prime Minister over there.
We must never forget there is a negotiation going on, so we must not take as gospel what Brussels is saying about there being no room for further negotiation. Their word is not more honest than the British Government’s in this regard, and that’s been a grave fault of British public discourse throughout the past two years.
“We will not renegotiate the deal, including the backstop, but we are ready to discuss how to facilitate UK ratification.”
Despite all evidence that they have been prepared to move on a whole range of issues, we hear time and again from British commentators that Brussels says X so X must be the case.
“There is no room for renegotiation, but further clarifications are possible.”
These quotes are just convoluted ways of saying there is room for further negotiation. The bigger problem here is whether there is anything that might actually help the PM to win enough votes.
Since the main issue is around the inability to exit the backstop unilaterally, let’s imagine for a second that May were able to get what she wanted. Do we think that the ERGers, the DUP, and Labour then vote for it? My sense is that they would not. Or not all of them.
So, while it might bring on board some of her MPs who were unhappy, things would still be tight in the House of Commons. I’m pretty sure that some would then see the £39bn as an issue, or find another way to oppose the deal, and the Labour Party seems unlikely to ever come around to it.
The only comprehensible and consistent part of their position is that they oppose Theresa May. My hunch is that it’s too close to call and too early to say whether, when the vote comes, she can pass it.
We don’t know what Donald Tusk and Jean Claude Juncker euphemistically call ‘facilitations and clarifications’ will be. If it’s good enough, then we leave as expected on 29 March 2019 having seen it pass. If not, what then can she do to break the impasse?
It might take something dramatic and having been given a get out of jail free card for 12-months, the world’s her oyster really, and she can afford to lose the delicate balancing act she’s been playing and choose to pander towards any group she wants.
She can try and play for a combination of Labour soft Brexit MPs, alongside Tory Unionists and Remainers, or DUP and hard Brexiters.
She can start ditching bits of the deal to try and bring on board more of the Ultra-Remainers in the hope that will help it pass.
But that might still not be enough...
Lessons for Leaders
What did we learn from some of industry’s most prominent leaders in 2018?
It’s been an interesting year for leadership in business. We’ve worked with many forward-thinking leaders as their organisations switch gear to manage the unprecedented amount of political, economic and technological change we’re all experiencing. At the same time, the media’s also shown businesses backlash over Brexit negotiations, significant employee and public distrust in corporate and global leaders and an environmental crisis that leaders aren’t yet doing enough to collectively respond to.
So, as we round off 2018, I’ve summarised my seven sentiments for leaders that we can all learn from as we move into a new year.
1. Leadership is about leading yourself, your people and your company to deliver exceptional results. But that only works if leaders show up as the best version of themselves.
Let’s take Elon Musk. His organisations, Tesla and SpaceX, have a brilliant opportunity to make a difference towards climate change and prolonging humanity. Yet his erratic behaviour, smoking weed on live radio coupled with his tough expectation that staff should work 100+ hours a week, is creating too much uncertainty about whether these brands can succeed.
The International Conference on Climate Change confirmed earlier this year that we only have 10 years left to save the planet. Musk’s behaviour, as founder and CEO, is at risk of damaging the extraordinary potential these companies have to make a difference.
Forward focus: Leadership starts with self-awareness. Think before you act.
2. Experience continues to be the buzzword. But this time it’s not for customers. It’s for employees.
Still strong on the agenda from 2017, the best leadership teams recognise they need to focus on the employee experience as much as the customer. Doing so is a powerful tool for engagement, retention and reputation. So, map the journey – from pre-joining (e.g. awareness, recruitment), to joining (e.g. induction, development, networks, work balance benefits), to if they leave (e.g. exit approach).
Adobe is a great example. It believes in the ‘work hard, play hard’ culture. Given 90% of employees would recommend Adobe to a friend, their promise, “We are committed to creating exceptional experiences that delight our employees and staff”, seems to be working.
Forward focus: Add ‘experience’ into your employee engagement mix.
3. Agility needs to be activated. Outdated command-and-control approaches that don’t allow your company to rapidly change or adapt just don’t work in today’s VUCA world.
We know from previously celebrated brands such as Nokia, Blockbuster and more recently Toys R Us in the UK that complexity and complacency kills. This, plus PwC’s insight that 19% of organisations regard their lack of agility to be their biggest concern for the future, means deciding whether to make moves towards becoming a more agile organisation should be high on your agenda.
In doing so, you and your teams can be better placed to move quickly to respond to new competitors, disruptive technologies or shifts in market conditions. So, make sure you’ve got the right blend of skills and talent ready to make that happen, even if that means an increase in contract or temporary workers.
Forward focus: Create a more agile environment to give your people the freedom to adapt at pace.
4. Distraction destroys productivity.
We spend an average of 47% of our time off task. What?! It sounds shocking but given the volume of data and distraction we’re open to every second of the day; attention deficit is a real issue for business. I always think about workplace distractions as the ‘silent slayers’. A tad excessive, I know.
However, mindless distractions can kill focus, suck the life out of productivity and ultimately, be bad for business. And when you consider 70% of your entire workforce feels distracted at work (Udemy Survey, 2018) – and you combine that with 47% of time off task (sourced via Potential Project, 2018) – then that’s worrying. And costly for business.
It helps to explain why Thomas Davenport, from Accenture’s Institute of Strategic Change, believes that, “understanding and managing attention is now the single most important determinant of business success”.
Forward focus: Create an environment that helps your employees to be more assertive in their responses and reactions.
5. Empathy versus compassion. As the increase in new technologies makes businesses more efficient, we’ve also seen a rise in employees increasingly nervous about workplace security.
In one of my favourite reads this year, Potential Project’s/Harvard Business Review’s The Mind of the Leader, Jeff Weiner, CEO of LinkedIn, describes empathy as being when you take on the suffering of others and you both lose. With compassion, you are empowered to skilfully action.
I heard a brilliant example of this at a conference earlier this year. When talking about his promise to his 550,000+ workforce, Paul Walsh, Chairman of Compass Group and several times winner of Britain’s most admired leaders, said to them, “I can’t promise you jobs for life, but I can promise you the skills that will give you jobs for life”. An excellent example of a leader in touch with the concerns of their workforce and committed to compassionately respond to them.
Forward focus: Don’t be afraid to combine logic with emotion to skilfully lead with your heart.
6. Reputation. ‘Employee ambassadors’ are so much more than an internal engagement tool.
As Tony Langham, Chief Executive and Co-Founder of Lansons says in his new book, Reputation Management: The Future of Corporate Communications and Public Relations: “Leaders care about being successful. They care about being able to enter a completely new market… Or being able to win the next starring role… Or being able to increase sales with a relatively low marketing spend. These things are all more readily achieved by those with the magic ingredient… reputation”.
For me, reputation starts from within. We’ve all seen the damage internal bad practices can have on external brand preference. Facebook’s growth and shares have plummeted over the past few months, in part, due to its continuous stream of bad publicity over its internal mismanagement of multiple situations.
But we’re also seeing where companies are getting it right. Workday was founded a little over 10 years ago. It’s now ranked 2nd among its top 10 competitors globally. Achieves 98% in its customer satisfaction rating. Oh, and guess what, ranks 7th in the Fortune 100’s best places to work.
Forward focus: If you can’t win over your people, you won’t win over your public.
7. Social purpose is so much more than a few well written words. Authenticity is key.
Being seen as a purpose-driven business is, as Tony Langham agrees, the number one trend in global reputation management. Yet there’s such a fine line between purpose, perception and profitability. We’ve seen this repeatedly played out in the media this year. Elizabeth Holmes launched Theranos and promised to change the world by revolutionising blood testing. Yet she lied to secure millions in funding and as a result, what was once hailed Silicon Valley’s next ‘unicorn’ has now shut shop. Its founder fined and shunned.
On the opposite end, Unilever built its incredible brand on balancing profitability with environmental sustainability. Kraft Heinz built its enormous success through aggressive cost-cutting tactics. Yet the threat to Unilever’s clearly defined purpose was one of the reasons it famously rejected Kraft Heinz’s $143bn takeover in 2017. And despite the significant financial value in an acquisition, Paul Polman, who leaves Unilever this month after 10 years as CEO, maintains the belief that in doing so, Unilever stayed true to its brand.
Forward focus: Keep your purpose real. Focus it on your offer, your customers and the truth.
So, as we move into another year, those are my seven sentiments for leaders. Do any of these resonate with you?
Preparing for a Labour Government in 2019?
There are two scenarios in which the UK may experience another General Election in 2019...
ln the first, the Prime Minister is unable to convince a majority of the House of Commons to follow her desired option of leaving the European Union with the deal currently being negotiated. With the House of Commons very split, there’s a possibility that there is no majority for any option – be it Soft Brexit, Remain, Hard Brexit, or negotiated deal.
As a consequence, the Prime Minister may feel compelled to go to the country in a last-minute appeal to the public to give her the mandate to push through a deal, without which her claim will be that the UK will leave the EU without a deal in place, for which there is no majority. This is less likely since the leadership vote of confidence, but strange things are happening in our politics at the moment.
For their part, Labour’s leadership demand that a General Election take place, at which they will negotiate the deal she is unable to achieve. The Prime Minister will be hoping that a sufficient number of Labour MPs will defy their leadership’s will to help her achieve a victory in the Commons, given quite a few Labour MPs do not wish to see a Corbyn-led Government.
In the second more likely scenario, the Prime Minister is able to successfully steer her negotiation through the House of Commons and Lords, and oversee its execution, but then leaves office after 29 March 2019 when Britain formally leaves the EU.
In this instance, her successor as leader of the Conservatives and the Prime Minister may feel compelled to ask for another mandate from the people, even though it is not strictly necessary, feeling that a new chapter in British politics must be opened as Britain moves on from Brexit.
There is now an expectation that the PM will not use the whole 12-month breathing space she’s been given since the vote of confidence, with a sense from most in her own party that the Prime Minister has botched Brexit and the previous General Election, has made bad decisions on domestic policy, and managed to lose over a dozen Cabinet Ministers in as many months.
This puts Britain on election-footing for the next 12 months, and under either of these scenarios, it’s easy to see how Labour might then win.
The polls consistently show the Conservatives and Labour so close together that they are within the margin of error. Alongside this, the impact of identity politics, so inflated by the EU referendum, is not yet fully understood.
There is a level of resentment at the Conservatives for leading the UK out of the EU that may translate into a loss of seats in more affluent parts in and around London and the cities. Many of these seats have in any case already started to pivot to the left, having previously been Tory-voting. This could result in some easy wins for Labour.
In Leave heartlands in the North and Midlands, while the Conservatives may start to build voters there, the majorities for Labour are often so large that it may not result in an equal number of seats falling to the Tories, and many of those Labour MPs might in any case support Brexit.
Consequently, the impact of the EU referendum on voting habits may not yet be fully understood and might put the Conservatives at a disadvantage in any election.
Preparing for a Labour Government
Consequently, businesses need to consider the impact and opportunities that a Labour Government may have, and plan accordingly.
While the current Conservative Government has co-opted many of the policies formulated under Ed Miliband, and has sought to out-manoeuvre Jeremy Corbyn on many of his popular business policies, a Corbyn Government is widely expected to be a departure from the consensus-led approach that has driven Government policy since 2010. This is because the public consensus around the size of the state has changed, and Labour is now a very different party.
Lansons’ own polling ahead of the Budget showed that there was a majority in favour of higher taxes and borrowing to support better public services, despite taxation being near its highest level in 30 years. This is likely due to the public having been told for the better part of a decade that we were experiencing austerity, while simultaneously seeing taxes remain high to help deal with the largest peace time deficit. We are therefore used to higher taxes, but dissatisfied with the level of service achieved from it.
Labour have also promised a raft of exceedingly expensive policies that will need to be funded, even though much of the resource is expected to come from business, which Labour’s policies are often targeting to their detriment.
So the scene is set for a higher taxing Labour Government and an expectation that business will be first in line to support that. This may even come amid a backdrop of business being unwilling to invest, because of Brexit uncertainty and the threat of Labour policies being enacted. It is essential that businesses understand policy development in a low investment, high appetite for intervention scenario.
Added to this, most of the Labour politicians who businesses know well are either out of favour or have left the party altogether. Many are left with very little insight in to the workings and conceptual direction of Labour under a definitively more socialist – and in some instances Marxist – leadership.
After eight years out of power, many businesses are unacquainted with the inner workings of the Labour Party and how policy is developed. With many of the traditional access points for business no longer available, it is important to understand where it is still possible to influence.
On top of this, many businesses are unfamiliar with the language likely to support positive engagement with Labour, and how to come up with positions likely to be ‘sellable’ with Labour.
Lansons has therefore developed a workshop on preparing for a Labour Government.
This half-day workshop is split into four seminars, covering:
1. The philosophical background to the current Labour leadership – 45 minutes
2. The inner workings of the Labour Party – 1 hour 15 minutes
3. Labour policies and their popularity with the public – 1 hour 15 minutes
4. Engaging with Labour – messaging and asks – 1 hour
Following the workshop, Lansons will provide a written report summarising the day’s presentation, the discussions that took place, and a series of strategic recommendations on next steps.
If you would like to speak to us about this workshop, please contact me on MichaelS@Lansons.com
Lansons and Centrepoint
Victoria Haworth & Emma Robinson
At Lansons, we pride ourselves on our ongoing commitment to charity and giving back to the community. Not only do we dedicate 1% of our profits to charity, but each year we ask our staff to put forward the charities they care most about to become our official charity of the year.
After two fantastic years of fundraising for Mind, this autumn, by a landslide vote, our colleagues elected Centrepoint, the UK's leading charity for homeless young people, as our official charity for 2018/19.
Centrepoint supports homeless 16-25-year-olds by providing accommodation, health support and life skills to get them back into education, training and employment. Together with their partners, they support 10,000 young people every year, giving them a safe place to live, health assessments and plans to support their individual and physical health needs.
Our colleagues told us that supporting a homeless charity was particularly important to them this year, especially given the significant increase of vulnerable individuals sleeping on the streets in our local area, Farringdon and Clerkenwell. To top it off, the severe weather and ‘beast from the East’ earlier this year further ignited our concern. It is currently predicted that at least 320,000 people are currently homeless across Britain, a 4% rise on last year. We are officially at crisis point and the number of homeless could double by 2040.
When selecting our charity, Centrepoint particularly shone out to us due to their commitment to supporting the “hidden” homeless, such as sofa-surfers, and others living insecurely, for example in sheds or cars. They aim to offer support before a young person reaches crisis point, helping them to get back on their feet on their way to further independence.
To kick off our partnership, this November the Lansons team opted to tackle a bitterly cold and damp night sleeping outside as part of Centrepoint’s annual Corporate Sleep Out. On the evening of November 15, after weeks of fundraising, ten Lansons employees donned their layers and headed to Greenwich peninsula for an evening of informative workshops, bedtime stories and (very little) sleep to raise awareness of Centrepoint and the fantastic work the charity does to support youth homelessness.
It started well. As we arrived at the dedicated site next to the 02 Arena, our spirits were kept high with music from local DJs, a performance from the cast of London’s Lion King and the BBC’s Sara Cox giving us regular fundraising updates. Food was even provided by the RAF. We’ll be honest, at that point the challenge seemed a lot less daunting and it was easy to forget that the ‘bed’ awaiting us that evening would be a piece of flattened cardboard on a gravel car park.
When 'lights out' came at 11pm, we got settled, wrapped up tightly in our many, many layers and sleeping bags. Our first challenge was the noise. Like us, sleep was alluding people across the site and the noise of nattering across the site into the early hours of the morning didn’t help matters. Some of us did better that others, falling into a deep sleep within the first few hours.
Others of us achieved a dismal one-to-two hours sleep total. Whilst we were lucky to have such a mild night, by 3am the cold was seeping up through the ground creating a flurry of shivers down to our cores. In addition to that, one roll over in the wrong direction generally meant another bit of gravel spiking into our backs.
Interestingly, the biggest challenge was pushing through the next day. Like many of the homeless youths who Centrepoint support, at 5am we left our ‘beds’ and dragged ourselves back to Farringdon for a full day’s work. As the day went on, no one could concentrate and struggled to even hold conversation. By the time we left the office, we were ready to pass out in bed.
It’s important to note that the Centrepoint Sleepout does not attempt to replicate homelessness. Not only were we under cover from the misty London evening, but we were also surrounded by like-minded Londoners, knowing full well that we would be treating ourselves to a hot shower and fry up the following morning. It’s undoubtedly a far cry from the arduous experience of life on the streets, and the years of difficulty that often lead there.
Instead, the Sleep Out offered us the opportunity to come together as a team, raise funds and awareness for a good cause and get a tiny bit of insight into what vulnerable individuals across London are facing every day.
The Sleep Out is just the first of many fundraising initiatives we will be running with Centrepoint this year and we were really glad to kick off our partnership on such as high. In total, we raised over £4,900.00 for the charity and hope to continue up this good work in the new year!
Preventing Communication Crises
Guest contributor: Martina Beranek
We're delighted to feature an article by our fellow PROI member Martina Beranek from int/ext Communications AG in Basel, Switzerland. Martina visited Lansons for a two-week exchange.....
If hospitals attract public criticism, very often a communicative crisis is not far away. Those who prepare for these kinds of situations in quieter times are better prepared, as the following example shows.
It’s flu season. At the SanaNord Regional Hospital close to Basel in Switzerland, the number of patient admissions has exploded. Many employees drop out due to illness. The hospital has to postpone medical interventions and close beds due to lack of staff. Dissatisfaction is rising amongst the healthy employees as the workload increases.
The situation gets worse when a patient's relative contacts the local newspaper. The responsible journalist calls the CEO, confronting her with the accusation that employees are endangering patients with incorrect medication. The women, not experienced with media, willingly provides information and entangles herself in contradictions.
The next day, the local newspaper writes:
"SanaNord Regional Hospital plays with our health!"
That same morning, many worried relatives contact the head of the nursing service asking for an explanation. On Facebook, patients and employees complain about the bad quality of services at the hospital. Within the next days, the pressure from referring doctors, health insurances and medical societies rises. The CEO blocks all media inquiries for fear of saying something wrong again. In a very short time, the reputation of the hospital suffers greatly. It will take a very long time to return to everyday life…
It Can Hit Anyone
The above story is fiction. However it is representative of comparable cases that have happened in other hospitals. Although these medical institutions were partly aware of potential risks, they didn’t pay enough attention to the communicative and emotional aspects of crisis prevention. Moreover, they had not trained for such situations and therefore were completely unprepared.
Possible causes of communications crises in hospitals can be quality and hygiene problems, incorrect medication, sudden emergence of resistant germs or problems with patient data. Coping with such crises goes far beyond daily work. Usual procedures don’t work any more, existing resources are no longer sufficient. On top of that, the emotional involvement of the public is generally underestimated. Those who are aware of the risks, but take no further steps, may be hit hard.
Hospitals that have experienced such a situation, understand the importance of crisis prevention. "For many years, everyone spoke positively about our hospital. We saw no reason to monitor issues or to train for a crisis situation. We thought that such a thing could never happen to us", says a communications manager of such a hospital. "But suddenly, a small issue evolved to a communication crisis. The whole situation took us completely by surprise."
Prevention of communication crises
Proper issues management can help to prevent communication crises. Issues are sensitive topics or critical trends that could be of relevance for the hospital. Anyone who knows and systematically observes these issues, can intervene in time and possibly ease a situation. If, despite all efforts, an issue evolves to a crisis, the hospital will need a crisis team and defined processes to handle the situation.
The following steps have proved useful for preventing communication crises:
1. Identify risks and possible problems, analyse them regarding their damage potential and probability of occurrence; monitor them regularly by means of media monitoring.
2. Build up a crisis team. When internal resources lack, it is advisable to have external specialists such as care teams, lawyers and communication specialists at hand.
3. Get a crisis manual or update the existing one. The manual specifies the responsibilities, describes standard operating procedures and contains important tools and documents.
4. Perform realistic exercises and drills. Only those who train regularly, will be able to act confidently in crisis situations.
Take the lead in a communication crises
If, despite efforts, an issue evolves into a communication crisis, time plays an important role: the hospital has to act at once, the crisis team has to spring into action immediately. The primary objective is to maintain daily operations, prevent imminent damage and reduce existing damage.
In order to guarantee that everything runs as smoothly as possible, all members of the crisis team need to know their responsibilities and get clear instructions from the head of the organisation. If there is a lack of special know-how or human resources, it’s recommendable to involve external specialists. A caretaker can look after relatives or employees of the hospital. A lawyer can assist with legal aspects. Communication consultants support the hospital in developing a communication strategy, formulating statements and preparing the communicative steps internally and externally.
Analysis for better understanding
"When the crisis was over, we just wanted to forget everything," says a member of the crisis team of the affected hospital mentioned above. "However, our consultant urged us to analyse our behaviour in retrospect." A detailed revision can help to better understand the origins of the crisis and to prevent similar situations by means of appropriate measures. After all, preventing communication crisis is a continuous cycle. Only those who keep going, will be better prepared for the next time.
Consultant, int/ext Communications AG in Basel
Key 2018 takeaways
Upcoming 2019 events
We are gearing up for another exciting year of Lansons' events, with speakers from across industries and specialities, as well as our trademark events and workshops.
15 Jan: Neurocomms Series: An exclusive evening with Dr. Helena Boschi on 'our brain and wellness'
On 15 Jan at 6.30pm at Lansons, we will be hosting a free exclusive evening with Dr. Helena Boschi, neuroscientist and leadership trainer on the 'health and well-being of the brain'. Dr. Boschi will speak about how to override existing habits with new good habits by making sure the three factors of brain health are aligned, food, sleep and exercise. Email email@example.com to register your place now.
What an incredibly insightful year we have had at Lansons, ranging from talks by top FT journalists, to MPs, mindfulness specialists and Fintech experts. Here we highlight some of our top events.
Financial Services Forum: Gender Pay Gap
Lansons hosted a successful panel discussion on the Gender Pay Gap with speakers including; Tony Langham, Chief Executive of Lansons, Hannah Burd, Director, Gender and Behavioural Insights Programme, The Behavioural Insights Team, Denise McQaid, Commercial and Strategy Director, Everywoman, Innes Miller, Director, Staffmetrix, Jon Terry, Diversity and Inclusion Consulting Leader, PwC.
In discussion with Jim Pickard
Hosted by our Head of Public Affairs, Michael Stott, Lansons held an evening discussion with Jim Pickard, the Chief Political Correspondent at the Financial Times to discuss the Government's progress on Brexit and the different party performances.
Scott Widmeyer from Finn Partners
Scott Widmeyer from our PROI partner agency in the US, Finn Partners gave an insightful talk on the state of US politics, how the mid-term elections were going to affect the economy and how the UK can build on their Washington contacts. You can watch the video here.
Blockchain and Regulated Industries Roundtable
Lansons held an exclusive breakfast roundtable with industry leaders from Fintech and Blockchain to discuss regulations, transparency, power structures, laws and cyber-attacks. Keynote speaker was Luis Carranza, founder of London Blockchain Week.
London Mortgages Forum: Building and Funding the homes the country needs
Off the back of the 2017 Autumn budget, this year we held a panel discussion, bringing together policy experts and leaders to talk about the biggest new home initiative for decades.
The panel included speakers; Toby Lloyd, Head of Housing Development, Shelter, Sarah McMonagle, Director of External Affairs, Federation of Master Builders, Richard Rountree, MD, UK Mortgages, Bank of Ireland, Tony Langham, Chief Executive, Lansons and Stephen Smith, former Director, Housing Strategy, Legal & General.
Lansons and HighTide: 10-years strong
2018 marked a decade of partnership between Lansons and HighTide Theatre. Since 2008, we have enjoyed a relationship that is unique between an arts charity and business.
In an era of unprecedented cuts to arts funding, Lansons has been able to support HighTide and provide them with the security of a permanent base in central London and space to rehearse. It means they are investing in innovative new theatre by young artists and undertake outreach work to encourage new audiences to attend live performances.
HighTide is now recognised as one of the UK’s leading theatre companies. We’ve celebrated their success and Lansons’ decade-long role in it by increasing our support in 2018 through an additional donation towards their Festivals, producing film content and promotion.
We were delighted to again win two Corporate Engagement Awards 2018 for our partnership. And on the subject of awards....
We were thrilled to be recognised with so many industry awards throughout 2018, adding another 14 trophies to our cabinet. Our work as an agency, our campaigns for clients and Lansons' charitable work have all won awards from the likes of:
- Corporate Content Awards
- PRCA City & Financial Awards
- Corporate Engagement Awards
- Investment Marketing & Innovation Awards
- Corporate & Financial awards
- IPRA Golden World Awards
- International Stevie Awards
- PR Week Best Places to Work
- Great Place To Work Institute
With more results to be announced in early 2019!
So on that note, from all of us at Lansons.....