Lansons' newsletter - Winter 2017
Lansons' newsletter
Winter 2017
Seasons greetings, it’s time to accentuate the positive...
Tony Langham, Co-founder and Chief Exec
It's a curious Christmas for those of us who work in reputation management and PR, whether in consultancies or in house.
On the one hand, our industry (profession?) has never been better – we’re integrated in what we do, we help organisations tell great stories, we have great ideas, we use film and all forms of media, we have better data – in fact, all-round, we’re better than we were twenty, or even ten, years ago. Yet the reputations we all manage, primarily companies and Governments, continue, on average to decline. At the end of a year, it’s worth reflecting on this.
One reason is the failure of life in Western capitalist democracies to meet the rising expectations of the people. This dissatisfaction has manifested itself in any number of ways from Trump to Brexit to Corbyn in the last two years. However, it's also worth looking at the actions of companies and the reputation managers, whether they be CEOs or communications professionals.
"Reputation management is focusing too much on reputation protection and too little on reputation building."
– Tony Langham, Lansons
In my view reputation management is focusing too much on reputation protection and too little on reputation building. And it’s easy to understand why. The business sector is still behind society’s expectations on so many agendas including gender pay, BAME, sustainability, ethics, taxation, executive remuneration and inequality. This can lead to a defensive feeling in the Boardroom.
"My recommendation for 2018 is that organisations give extra senior time to reputation building and choose to accentuate the positive with the same diligence they’ve devoted to reputation protection."
– Tony Langham, Lansons
Most organisations are now forensically aware of the risks they face and have developed a highly effective crisis play book for all situations. They have rehearsed their incident management processes and CEOs have rehearsed media interviews for a cyber security breach. Those that haven't done these things are now behind their competitors. But my recommendation for 2018 is that organisations give extra senior time to reputation building and choose to accentuate the positive with the same diligence they’ve devoted to reputation protection.
If they do so, those organisations in Britain will chime with a happier mood as the country re-discovers some of its lost confidence. There (probably) won't be an election or referendum for the first time since 2013 and that will help. Brexit talks will actually progress and the country will start to think more about the future. England won't win the World Cup, but the nation might be fairly proud of its young team, at least before the tournament starts.
The corporations that will prosper will be those talking positively about Britain’s future – as will brands that can capture a sense of a young, agile, progressive society.
And on that note, on behalf of everyone at Lansons, I’d like to thank all of our clients for their continued support and wish everyone the compliments of the season.
Here’s to a chirpy 2018...
Tony Langham
Co-founder and Chief Exec
Contact: TonyL@lansons.com
Misunderstanding millennials: the future of work is a generation game
Scott McKenzie, Director
As most of us do as we reach the final few working days of the year I start to reflect on the year that has been, and what might lay ahead.
I am a sucker for the Christmas period. I love the usual array of sugary sweet Christmas music and Richard Curtis movies which give us an impossibly nostalgic vision of a snowy London Christmas. It all feels quite romantic unless you’re someone who has tried to commute in the recent snow storms that have hit the UK.
On that basis, it is perhaps surprising that my favourite Christmas song is rather unconventional. It is “White Wine in the Sun” by the Australian comedian Tim Minchin. In 5 minutes of wit and wonder Minchin combines a sentimentality based around family, with a scepticism around the commercialism so wrapped up in Christmas.
It’s a song that can easily bring a tear to my eye as it is so intertwined with my own experience of my parents living half the world away in Canada, and my young family rarely having the opportunity to see them over the festive period.
Yet it is also a song about having a clear world view - around standing for - and against - something. Around the importance of family; of people from across the generations (and despite their differences) spending time together and enjoying each other’s company. (“I’ll be seeing my dad, my sisters, my brother, my gran and my mum. We’ll be drinking white wine in the Sun”).
Perhaps then, I was already unconsciously thinking about that theme of generations coming together when I recently attended a Supper Club event on “Managing and motivating millennial talent”. As someone with a deep professional interest in the future of the workplace this is a topic I am fascinated by.
While I enjoyed the debate, I was somewhat frustrated by the laziness of labels used for ‘millennials’ (a label I’m also sceptical of incidentally…). One of the speakers talked about millennials having a sense of entitlement, unrealistic expectations, seeing life through a filter, having fake confidence etc, etc. Themes explored by Simon Sinek recently – sparking some controversy (as an aside I completely agree with him when he talks about the value of “consistency” in building long term relationships).
"Some of the most analytical, serious and deep thinkers I know would be classified as millennials."
– Scott McKenzie, Lansons
I am sure that social media has helped to create some of these perceptions but it all feels a bit overblown to me. Some of the most analytical, serious and deep thinkers I know would be classified as millennials.
In fairness one speaker did open by asking whether we recognise millennials’ strengths? i.e. a flexible mindset, entrepreneurial, innovative, ethical, societally aware… Indeed in a VUCA world they have an in-built ability to deal with change. And in this uncertain world of Brexit and Trump; and of an uncertain workplace accelerating the use of Artificial Intelligence, Machine Learning and Robotics, they’ll certainly need that resilience.
We all will.
One idea discussed at the event which did stand out was the concept of reverse mentoring. Where a millennial might mentor a senior colleague around a certain topic. I’m a huge fan of mentoring. At their best these relationships are a hugely valuable exchange of knowledge and experience. I think they provide value for both parties - opening up new ways of seeing the world based on someone else’s vastly different view of the world.
"I think reverse mentoring may also address some of the misconceptions we may have in the workplace about different generations."
– Scott McKenzie, Lansons
I think reverse mentoring may also address some of the misconceptions we may have in the workplace about different generations. And let’s face it with the demographics of people working well into their 70’s and millennials likely to account for 70% of the workforce by 2025 we are going to have to get used to inter-generational working.
It would be easy to be overwhelmed by the challenges facing the future of the workplace with so much happening in terms of disruptive technologies and shifts in demographics.
Partly I think it is about resetting people’s expectations of the workplace. The rise of popular psychology has seen an increase in what we might expect from our employer, including being responsible for our own individual happiness. There is a risk that we all expect too much from work.
While employers do have a duty of care to the people who work for them – whether it’s around having great policies and processes to address workplace stress, tackling workplace bullying or harassment, or just making it a great environment to work in, frankly, I’m not sure employers should carry the can for an individual’s happiness. As the celebrated scholar Theodore Zeldin said to me recently when I interviewed him “happiness is an illusion”.
"We fail to appreciate what we already have and perhaps, much like our own families, we don’t value it as much as we should."
– Scott McKenzie, Lansons
Instead of expecting ‘happiness’ from our employer, perhaps we should simply reflect and enjoy what we have? As Svend Brinkmann referenced in his recent book Stand Firm (which should be required reading for these mythical millennials) most of us are caught up in an “accelerating culture”. Looking ahead at personal development, or career progression. We fail to appreciate what we already have and perhaps, much like our own families, we don’t value it as much as we should.
It is with those reflections that I go into Christmas 2017; grateful for the friends and family in my life, appreciative of the wonderfully diverse colleagues I have here at Lansons, and thankful of course, to the clients who continue to entrust us to deal with some of their biggest challenges.
Merry Christmas!
In a technological revolution we cannot forget what makes us human(e)
Megan Murray Jones, Content and Distribution Strategist
The fact well documented is that we have entered a 4th revolution. After agricultural, industrial and digital we are now entering one dominated by technology and artificial intelligence. This new artificial intelligence revolution is blurring what we own, who we are and what is real, altering the way we live our lives. It is dominated by market forces powered by machine learning and is impacting our industry and the world around us.
"The ‘gig economy’ - where people work on an ad hoc basis powered by machines - has taken over most sectors and driven down prices."
– Megan Murray Jones, Lansons
Firstly, disruption in the market by machine learning has created a race to the bottom financially. The ‘gig economy’ - where people work on an ad hoc basis powered by machines - has taken over most sectors and driven down prices. As many companies are driving their prices down there are technology brands like Apple who can demand £1,000 for a phone, whilst we struggle to buy a home.
At the same time companies and Government try to catch up, society is losing faith and loyalty with the traditional as they know that they can switch providers, relationships and opinions with the swipe of a phone. A recent Populus survey reveals apathy towards these traditional systems, from big business to Government:
Before we hark back to ‘the good old days’, this revolution has also been a force for real societal change. The ability to share views, actions and opinions with everyone has forced people to think about their societal and ethical impact on a world that they can now see and feel at the click of a button. In turn, consumers can now make a choice when it comes to their work place, their business values and how they live their lives. This is having a powerful impact on how companies operate.
"Where once a CEO could hide behind his/her glass office, they are now expected to be more transparent than ever."
– Megan Murray Jones, Lansons
Where once a CEO could hide behind his/her glass office, they are now expected to be more transparent than ever; to share their personality with the world, to openly discuss business ventures and reveal plans for the future. This has forced companies and business to think about their approach to society. Those that don’t are exposed across social media like United Airlines or even forced into administration like Bell Pottinger.
So, what can we do?
"Businesses need to lead the way and prove to an ethically aware audience that they share the same values."
– Megan Murray Jones, Lansons
- We must think much more about our corporate social responsibility and ethical impact, within our industry and with our clients. We have already seen a shift to more ethical work, with awards submissions focusing more on corporate social responsibility and new client reporting standards. Moving into 2018, businesses need to lead the way and prove to an ethically aware audience that they share the same values.
- Crucially, businesses need to shift their thinking towards their business purpose. This means operating true to a purpose that serves society, respects the dignity of people and so generates a fair return for responsible investors. More challenging still, it also welcomes public scrutiny to prove it values its customers and the society it claims to work for.
- Finally, businesses must learn to become genuine storytellers. As companies are forced from their glass offices to stand hand in hand with their audiences, they must also learn how to truly empathise and interact with their stakeholders.
"It is within this technological revolution that people crave emotional interaction more than ever before."
– Megan Murray Jones, Lansons
What is the best way to achieve this? Insight led, audience first stories that resonate with those that they are trying to reach. In a world filled with data and technology this may sound surprising. But it is within this technological revolution that people crave emotional interaction more than ever before. The companies that understand this will continue to earn that sacred trust, build advocacy and therefore survive the challenging road ahead.
Lansons prides itself on its story first, channel neutral approach to corporate and consumer storytelling. To find out more about how we can help you define your corporate narrative across paid, earned, shared and owned channels please contact Megan Murray Jones.
Megan Murray Jones
Content and Distribution Strategist
Contact: meganmj@lansons.com
Are you ready for Gender Pay Reporting?
Rachel Dakin, Account Director
The deadline for publishing gender pay data is less than four months away. Yet, at the time of writing, only 366 out of roughly 9,000 companies legally required to report have submitted their numbers. That is less than 5 per cent. Chances are, many of our readers still have gender pay reporting on their ‘To Do List’ for 2018.
The gender pay gap is a reputational risk you cannot afford to ignore, as well demonstrated by some high-profile casualties over the past year.
Most recently, the FT has exposed sixteen companies which appear to have intentionally submitted inaccurate data. At least one company, Hugo Boss, changed its official submission after the FT pointed out that its results were unusual and asked for an explanation. A reputational blunder much more damaging than publishing the accurate figures in the first place, no matter how bad they may be.
"Gender pay poses a significant risk to employer brand and may lead to recruitment and retention issues."
– Rachel Dakin, Lansons
As we approach the deadline of 4 April 2018, the media will increasingly scrutinise employers seeking to fly under the radar or misrepresent their data. Moreover, gender pay poses a significant risk to employer brand and may lead to recruitment and retention issues.
Women should rightly hold their employer to account. Jayne-Anne Gadhia, chief executive of Virgin Money and author of the Women in Finance Charter, has encouraged women to vote with their feet: “What I’m starting to say to women now is, check whether or not your organisation has signed up. If it hasn’t signed up, find out why – and if you don't like the answer, get out now and join a firm that has.”
"Gender pay cannot be isolated as an HR issue, it must be seen as a business priority."
– Rachel Dakin, Lansons
Gender pay cannot be isolated as an HR issue, it must be seen as a business priority. If your gender pay gap is significant, the worst thing you can do is nothing. Instead, consider taking the opportunity to establish a plan to improve the problem, then clearly and consistently communicate it to your employees and external stakeholders.
To help you tackle gender pay reporting as the deadline rapidly approaches, here are ten recommendations to kick-start your planning for 2018:
1. Be transparent
First and foremost, it is vital to present your gender pay figures clearly and transparently. Any attempt to be evasive or misleadingwill do much more harm than good, as well demonstrated by the FT’s investigation.
2. Provide context
If your gender pay figure is bad, you probably aren’t alone. While this should not invite complacency, it will help to contextualise your figures amongst your peers and the wider industry.
3. Understand the cause
Identify which factors have specifically contributed to your gender pay gap. Examples can vary widely from specialist skills and financial contribution to the business, which may be justifiable but will require explanation, to areas that will need addressing, such as unconscious bias or a weak return to work programme after maternity leave.
4. Establish a plan
It is not enough to simply explain why your gender pay gap exists e.g. “The majority of our senior leaders are men” (herein lies the problem). You must establish a plan to improve gender equality across your organisation. This could include a variety of measures, such as introducing anonymous job applications, signing the Women in Finance Charter or launching mentoring programmes to empower women to get into leadership positions.
5. Create a narrative
"You have an opportunity to include a supporting narrative alongside your gender pay data."
– Rachel Dakin, Lansons
You have an opportunity to include a supporting narrative alongside your gender pay data. It is strongly advisable to create your own narrative, rather than allowing the media to articulate it for you. Crucially, point to contributions you have already made to tackle gender equality, as well as a commitment to further improve it.
6. Identify a spokesperson
You are required to nominate a director who will be responsible for approving the gender pay calculations in a written statement. Take this opportunity to establish a prominent spokesperson on gender pay, and potentially wider diversity and inclusion issues within your organisation.
7. Evaluate your stakeholders
Having a problematic gender pay gap could present issues with a wide variety of stakeholders. The priority should be your people. But also consider other interested parties beyond the media. Customers, shareholders, suppliers and partners may all have a strong opinion, and communications must be tailored for each audience.
8. Build a compelling EVP
While negative media coverage will inflict pain in the short-term, lasting damage will be to your employer brand. Mitigate this by building a compelling employee value proposition. Could you strengthen your return to work programme for women on maternity leave? Or introduce flexible working?
9. Develop a pipeline of female talent
Gender pay reporting is an opportunity to profile wider gender initiatives and nurture female talent, such as partnerships with local schools and colleges to provide work experience for young women.
10. Address wider diversity and inclusion issues
"Gender pay reporting could be the catalyst to unite your whole organisation behind a shared goal of improving workplace equality."
– Rachel Dakin, Lansons
The most progressive employers will see this as an opportunity to address wider diversity issues in the workplace. Gender pay reporting could be the catalyst to unite your whole organisation behind a shared goal of improving workplace equality.
If you would like to hear more about how we can help you with your company’s gender pay reporting, get in touch with us at: genderpaygap@lansons.com
Rachel Dakin
Account Director
Contact: RachelD@lansons.com
Lansons appointed official partner of London Blockchain Week
We are delighted to announce that Lansons has been appointed as the official partner of London Blockchain Week in January 2018. We will be supporting the promotion of the event, taking a stand, and Tony Langham, will be chairing a panel of industry experts to discuss the pertinent issues surrounding Blockchain and its potential applications in financial services.
As the hot topic of 2017, particularly in the face of rising cryptocurrency popularity, Blockchain is not going away anytime soon. It is considered by many to be the new internet and we recognise the transformational potential that the technology may have for a number of sectors including financial services, law, healthcare, and many more. It is becoming vital for companies to understand the amazing possibilities as well as the reputational challenges that come from embracing this new technology.
Now in its fourth year, Blockchain Week will bring together world-leading experts and forward-thinking companies to discuss this disruptive technology that has taken the world by storm.
The event will kick off with the Hack-The-Block Blockchain Hackathon on Friday 19 January to 21 January 2018, moving into a three-day exhibition and conference from Monday 22 January to Wednesday 24 January 2018, featuring an expo of 40-60 of the hottest blockchain companies worldwide.
Panel sessions at the event will cover topics such as Blockchain & Financial Services Disruption, Blockchain & Government, Global Trends and more.
Lansons will be present at the three-day exhibition and conference from Monday 22 January to Wednesday 24 January 2018.
For more information, or if you are interested in attending or participating in the event, please contact us at: BlockchainWeek@lansons.com
Lansons
News, views and events
A Neurocomms Masterclass
Date: Tuesday 27 February 2018 | Time: 9.00am - 5.00pm | Cost: £549.00
Lansons, together with Dr Helena Boschi, author of our book, Why We Do What We Do, is offering a one-day masterclass in applying the neuroscience of communications and behaviour to change programmes.
The day will start with an explanation of why traditional approaches to change and communications do not work and why we need to understand neuroscience in order to influence and change behaviour. We will then apply these insights to real-life scenarios that are relevant to many of your change and communications programmes.
Come and experience a dynamic, interactive and experiential workshop. Places are limited. Please RSVP to neurocomms@lansons.com. Click here for more info.
Wilton's Music Hall presents The Box of Delights
We are very excited to be supporting Wilton’s Music Hall once again. This time we joined forces to create a trailer for the weird and wonderful, The Box of Delights! Take a look:
Head over to their website to purchase a spellbinding ticket!
News and Views
We are delighted to announce that Director Ralph Jackson has been elected to the PRCA PR & Communications Council. Ralph will take on this appointment alongside his other industry roles with PROI Worldwide.
University student, Hazal Kirci completed an internship at Lansons earlier this year and shares what she learnt from her time here, and how it can be applied to student life.
News and Views
We recently hosted an audience with Theodore Zeldin, the Oxford scholar of personal ambitions. Theodore was interviewed by Director and Head of Change and Employee Engagement, Scott McKenzie. Following the event we recorded a podcast with Scott where he discussed some of the themes and ideas raised by Theodore.
As the dust settles Chancellor, Philip Hammond's annual budget statement, Mike Ingram, Chief Markets Strategist at wealth manager WHIreland and Director, Ralph Jackson discuss what it will mean for business in a special podcast.
Awards
We are excited to announce that Jessica Warner has won the Young Communicator of the Year award in the PRCA National Awards 2017.
The PRCA National Awards celebrate the best of the best of the UK PR and communications industry.
We wish you a happy holiday and we look forward to working with you again in 2018!
