This article was originally published in Forbes.

It has always been essential for businesses to maintain a solid reputation. However, this has taken on another level of importance in the modern context. Social media, 24-hour news cycles and the ubiquity of information have put reputational issues at the forefront of any organisation’s strategy.

Efforts must be made in terms of public relations, brand management and leadership reputation, but it cannot stop there. To build a truly robust reputation, those who represent your company in day-to-day interactions should fully understand the values you wish to project.

Those who are responsible for sales, by definition, have a huge impact on any business’s success. However, this goes beyond revenue generation. They are also a significant driver of your wider reputational efforts due to their countless interactions with the outside world, including current or prospective customers, partners, sponsors and beyond.

If your firm has a poor sales reputation, this will impact the overall image you portray and may even go against other efforts by your leaders or marketing. As a result, it is critical that your sales teams are kept updated on reputational matters—and are well-versed in your firm’s values and are able to communicate them effectively.

Building A Strong Sales Reputation

A lingering and often unfair perception of sales teams is that their approach can be too “pushy” and not focused on building trust or those long-term relationships that are so important to creating sustainable success. Highlighting the importance of honesty and transparency in negotiations is something that the majority of businesses will already be doing, so what other efforts can be made?

Fundamentally, all your employees must buy into your company’s ethos and what it is trying to achieve. We have all been in an organisation or dealt with a representative of a company who couldn’t care less about how they or the company are perceived. As much as we may try not to let them, these sorts of interactions can have a strong influence on our opinion of the company, and if many others have the same experience, this can cause significant reputational damage.

Therefore, it is important for your company’s leadership to maintain a two-way dialogue with its people. To a large extent, reputation will be top-down—the heritage, culture and personalities of those who founded or run the company will have a significant impact on how it approaches sales and the reputation it wants to build. However, it is important to not be out of touch and to make sure to listen to the wishes and outlook of the people you have throughout your organisation.

There is a wide societal focus on authenticity, and we have seen many examples of companies being called out, even canceled, for not living up to the high moral standards that consumers and workers have these days. For example, many companies have been accused of greenwashing, being misleading in their advertising or having sales practices deemed out of sync with their values. Clearly, this will have a big impact on the reputation of the firm more broadly, but also on sales teams. A team should be comfortable promoting a product or service, not worried about having to make any moral compromises. This can make them more effective in driving revenue and helping build a more positive reputation.

Measuring A Strong Sales Reputation

Revenue is a good measurement of many business outcomes, and reputation is no exception. If your revenue figures are strong, it is likely that a strong reputation has helped make that happen. However, it is a mistake to not look beyond revenue and seek different indications as to how your reputation is doing. The use of customer success teams can be a great way to keep in touch with customers throughout the lifecycle, getting constant and useful feedback to measure how your company is doing and the way it is perceived by your customers. Similarly, engagement programmes between stakeholders and your senior team can also fulfill a critical role and ensure that strong bonds are created and trust is shared.

Other established ways of measuring satisfaction beyond simply revenue include the Net Promoter Score (NPS)—a score that organisations are given that measures how likely a customer is to recommend or promote that company to someone else. This can help give a good indication as to how your brand is viewed—for example, if you have strong revenue figures but a poor NPS, trouble may be down the road.

However, due to NPS’ simplicity, it has its limitations regarding the insight it can give you into customer sentiment and behavior. This is why it is important to review all of the different metrics out there and use the one you think would be most relevant to your business. It may even mean combining a few different ones to try to fully understand your reputation and the lasting impressions that your sales team leaves on customers. As a result, a concerted focus on not only revenue and outcomes but on the process to get there should be factored into all strategic decisions and subsequent training of your workforce.

In business, what you say matters, but what you do is crucial—the reputation you’re building is only legitimate if those in your company back it up with their actions. This is why building a positive reputation and putting wider reputational efforts at the core of your business, prioritising them alongside other key business goals such as revenue or costs, is key to future success.

In the world today, talk travels quickly, and there are countless examples in recent times of business outcomes being inextricably linked to the perception a company has in the public forum. Ensuring that you approach sales with integrity, transparency and honesty is more important today than it ever has been. Creating the right culture within your company can lead to the right reputation being presented outward.

We all aspire to be savvy buyers, of anything. However, consider how often you buy something you want, but you don’t really need. Or you find the perfect piece but find an identical item at a lower price somewhere else. Or think about a time where you bought something that is clearly the wrong size and can’t be returned.

We’ve all been there, and buyer’s remorse applies to business procurement decisions too. Business investments may not be coming out of your personal pocket but there is still an expectation to be savvy. As you could be dealing with figures that equate to a purchase of a decent car or property, it’s crucial to get it right, especially in these current economic conditions.

Embarking on a partnership with a PR agency is one of those business purchasing decisions that shouldn’t be taken lightly. But how can you be sure you are choosing, or working with, the right-sized communications and PR agency and getting value out of every dollar, pound, or euro you spend on comms?

There are thousands of excellent communications agencies in Europe, of all shapes and sizes. We all have different expertise, strengths, experience and cultures, however the “client/agency relationship fit” is critical in the smooth running of a communications programme if you wish to yield the most impactful results.

A value buy

When searching for a new PR agency partner, quality and price are often the foremost factors under consideration. On quality, it’s imperative to establish whether the people on your team:

• Have relevant experience and industry understanding.
• Have solid and relevant connections.
• Possess unbridled creativity, precision execution and an eye for detail.
• And are invested in supporting your business and communications goals.

On price, ask yourself whether the service and results expected from the programme tie back to what is needed for your organisation. Basically, do the numbers add up so the spend yields enough impact to make the difference you need?

Style

While a great cultural fit is harder to determine, as much of this decision is subjective, there are approaches you can take to make it more objective.

If you were interviewing new members for your team, what personal qualities would you look for? Consider applying a similar process when selecting an agency team. Engage with each member of the team to feel the strength of connection at every level. 

Also interrogate the agency’s values – do they match up with your company’s values?

The right size

Looking at how your company is positioned on the PR agency roster is another factor to consider when rightsizing your agency choice.  

Few clients want to be the smallest client or to be seen at the bottom of the pecking order. Most clients like to be the biggest or nearly the biggest client – at the top of the pecking order. And even fewer clients like the agency itself to be larger and with more people than their own organisation. For the most part, organisations like to know they will be considered a valued client by their agency – every one of them wants to be the favourite.

If you’re a medium-sized agile business, you may be better off selecting a small or medium-sized agile agency.

If you are a large global organisation on a global mission, perhaps you need the same large global agency representing you in every market where you operate. Be warned though, a large global network is only as strong as the weakest link, so be sure all links individually demonstrate and deliver strength.

Making the purchasing decision

A fundamental benefit of working with smaller agencies is that they tend to pay more attention to detail and are not only strong on developing strategies but also executing against those strategies and seeing the programme through. They are generally more agile and can offer more personalised and bespoke services or solutions.

Other advantages:

• They sometimes specialise – for example in technology, consumer brands or healthcare –and therefore bring a wealth of knowledge and expertise to the table

• They offer competitive pricing and value as they’re not weighed down by huge overheads
• They are often a team of highly experienced consultants that have branched out from larger agencies and run a tight ship. The senior team is hands on and don’t leave the account in the hands of inexperienced consultants  

So when sizing up your options, don’t rule out a smaller agile agency – they may just be hungrier and the fit you’re looking for!

The current economic outlook is not what we’ve hoped for. With inflation rising to its highest level in 40 years, many businesses are rightly concerned about the future. Even some of the biggest tech companies are struggling with the current economic headwinds. Meta are slashing their hiring plans, while others are being forced to trim their current workforce.

While tough times lie ahead, managing the reputation of your company is a business imperative. After all, brand loyalty driven by a good reputation will keep your stakeholders in your corner, even when the going gets tough.  

Businesses that have made it through pandemics and economic downturns have all had one thing in common – they’ve placed prominence on their company reputation, internally and externally.  

Here are some key actions to consider when looking to create a recession proof reputation:

Stakeholder engagement

Embed reputation management into your company culture, so that your entire organisation is onboard with its importance. After all, the reputation of your organisation doesn’t just exist in the C-suite, it cuts across the entire organisation. For IT, it’s about protecting a company’s assets, no consumer wants their data leaked by a company. Whereas for HR, it’s important to be viewed as a good employer.

Stand out from the crowd

Not every company can be a Tesla or a Meta, but that doesn’t mean you can’t stand out. Most organisations have something worth shouting about. Find what that uniqueness is and leverage  it and use it to connect with your employees and customers. Having a reputation for innovation, resilience, and agility will help engage your stakeholders and create a ‘halo effect’ with shareholders.

Reputation in the round

As well as engaging internal stakeholders, you should think carefully about your reputation in the round, by considering every avenue of your reputation. Your executives, press coverage, share of conversation, among other things, can have an impact on your reputation. There are multiple touchpoints, and you should be addressing each one.

‘Ensurance’ is the best policy Investing in your employees, suppliers, customers, and third parties is crucial and will pay dividends in the long run. Additionally, you should regularly audit internal policies, as well as those of your partners. While this is a laboursome process, it will ensure you’re covering all your bases. Above all, actions speak louder than words, so don’t be afraid to replace out of date policies or end relationships that no longer align with the values of your company or could be seen as harmful to your reputation.

It’s all too common a question for a communications agency to hear – “but show me how a comms plan will generate sales and new leads”. Unfortunately, the answer is not as simple as X+Y=Z. The foremost purpose of a communications agency is to shape the reputation of the company it’s working for. Influencing the opinions of customers, partners and even the company’s own employees. Organisations oftentimes underestimate the value of reputation shaping and instead, only want to see facts, figures and a solid ROI. 

Now I am by no means suggesting that there isn’t an ROI on comms, it is just notoriously difficult to measure. But if you want to follow the maths to see how the distribution of a press release results in sales then knock yourself out with this blog by Greg Jarboe. 

So hopefully I’ve got the numbers people on board by now and with the introduction of Google Analytics 4, this tracking process is only set to become easier. GA4 will use AI and predictive analytics to provide highly granular visitor data. This will mean better tracking of visitors from initial arrival, through various stages of engagement to the end goal, so lots to look forward to! 

But in all honestly, the impact of communications stretches far beyond tracing clicks to a website. It’s clear, of course, that you can attribute economic results to comms activities, but the true value lies in the shaping of your organisations reputation.  

In this day and age, customer loyalty is as fragile as ever. One poor user experience, a single bad review or even a certain political standing can deter customers from your website. So how do you change these opinions? Here are four simple steps to take to make your brand, and your reputation, shine.  

1. Nurture your people. Good reputation comes from within. If your employees sing your praises, it will be easier for others to join in the tune. 

2. Make your messaging clear. Preach outside what you believe inside. A poorly aligned brand sends the wrong message. 

3. Don’t get complacent. You may be at the top of your game now but staying there takes work.  

4. Know your audience. All the best bands make albums that they know will land with their fans.  

So, moral of the story – limiting comms to numbers and stats is like limiting an artist to only one colour. The painting will be complete but missing a wealth of potential and creativity. So, open your mind, broaden your paint palette, and let your reputation become a masterpiece. 

The media landscape has been changing for many years. COVID, however, has acted as a catalyst of this change – just as it has done for countless other sectors and industries. From 2019 to 2021, print subscription circulations fell by 7%, and single-sale copies by 11%. Put simply: when it comes to building reputations, shrinking media pools are becoming a bigger problem.

This places pressure on PR professionals  and journalists alike. On the journalist side of the aisle, they are thinly spread – often juggling multiple beats at once and increasingly being judged against engagement and click-through metrics. Adding to this, they’re completely inundated with emails and pitches.

On the PR agency side, the shrinking media pool has an obvious effect – it’s harder to secure the coverage our clients want. It’s harder to get in front of the right people, harder to build relationships, and harder to have our pitches seen and phone calls answered.

Without wishing to state the obvious, a change in landscape requires a change in approach. Of course, a big part of the solution is for PRs – and our clients – to be more creative and thoughtful in how we approach media. Having our finger on the pulse of changing markets and cultural moments, and tying our clients’ messaging into these in an authentic, interesting and valuable way for journalists, is crucial. Being more selective is also important – not every press release is relevant  to send to nationals (or anyone, sometimes!), and it’s important for PRs to be honest with our clients about this.

But there are numerous other ways to shape an organisation’s reputation, aside from media relations. Here’s just a few ways:

1. Website content: This encapsulates a lot – resources such as blogs, customer case studies and testimonials, and the quality of the copy across a company’s site. Websites should showcase a brand and its purpose, as well as be a source of information – both for the service/product being offered and the wider market the organisation operates within.
2. SEO: Tying into the above point, nailing search engine optimisation (SEO) is crucial. It’s all well and good having strong, informative content on a website, but if it’s never actually seen its value is somewhat lost. Perfecting an SEO strategy to give a company’s website the right exposure completes the formula.
3. Social media: It’s near impossible to have a strong brand reputation in today’s world without some form of social media presence. Cultivating this presence through a strategy that involves consistent, on-message posting is key. Social media offers a way to showcase almost everything about a company – from its offering and resources, to its purpose, company culture and even job openings.
4. Internal communications: A company can be offering the best service ever, but if it has eye-wateringly high employee turnover, low workplace satisfaction, and poor reviews on Glassdoor, its reputation is going to be impacted. Working on effective communication with employees with the goal of improving workplace happiness and culture, is at the heart of internal comms.

For us PRs, making clients aware of the many ways of building reputations, and ensuring that we ourselves are experts in these, is a non-negotiable. PRs, and the organisations they work with, need to begin thinking broader and deeper than media relations. Every company should now be thinking about the range of possibilities for PR, rather than gazing through the single lens of media coverage. Shaping a reputation that will carry a company forward is much more than a media profile alone.

Imagine entering your workplace in a 3D world and heading into a meeting room where you greet your virtual colleagues. It feels like you are together, but in fact, you are at home wearing a VR headset as indeed they are, and perhaps on the other side of the world. We might not be too far off from this scenario.

The increased adoption of VR and augmented reality (AR) are evolving both work and play. In the short space of a few months, AR and VR have become inherently tied to the world of communications. When Facebook underwent a major rebrand and unveiled themselves as Meta last October, widening its reach outside of social media into the virtual reality space, the world took notice. And when Big Tech sets a trend, people follow. Virtual reality has even been touted as the next new way to experience hands-on training and development.

Modern workers are no strangers to communicating remotely. But the substantial impact of these technologies on the comms world will be their power to help us collaborate in ways that were unheard of before, bringing people together who might not otherwise meet, enabling authentic human interactions. From allowing creativity to flourish, to enabling communication (in a virtual space) with people across the globe. Here are my top three ways that VR could enhance your comms efforts:

1. Bolstering Creativity

Your space plays a key role in how creative you are. And for those of us in the comms industry, creativity is our driving force. If you do not feel inspired and comfortable in your surroundings, you will not perform at your best. Virtual spaces have the power to be much more effective than physical spaces in this way – simulating reality and allowing us to work in a virtual world where possibilities are endless.

VR meetings are also a powerful tool. Unlike Zoom calls, VR meetings enable you to see the physical presence of colleagues, making it much more like an in-person meeting. Understanding body language and the dynamics in the room are a valuable tool for gauging the feelings of your colleagues and making decisions accordingly. Plus, we can break free of the traditional office setting – who wouldn’t like to conduct meetings or draft an article, from the beach, or an inspiring historical landmark if that were possible one day?

2. Enabling human connections

As comms professionals, it is crucial to meet our audience where they are. Emotional connections are important, particularly for brands that are seeking to bolster authenticity in their interactions with potential customers. In fact, this is the heart of our business. People need to feel seen and heard in order to engage – and VR has the immense power to help with this, by leveraging technology that enables human connections regardless of location. Authenticity is also important when communicating with customers and clients – it’s crucial that we don’t underestimate the importance of a virtual hug during a time when many have been distanced.

3. Taking collaboration to new heights

How virtual reality could influence our daily lives has been a hot topic , described as the future of work, and for good reason. At the moment, the technology almost seems too good to be true – because it has the power to create a new level of seamless collaboration that was unheard of a few years ago. Brainstorming sessions are more powerful in person, and when physical location is no longer a factor, it is limitless what could be achieved.

VR has the power to make our day-to-day business easier, more productive, and more authentic – which is crucial for organisations to flourish. And while this technology is still developing, it could change everything that we know about human interaction and collaboration in the space of a few short years.

Nowadays, attention span is one of the scarcest commodities we have in modern society. Online life can be addictive and endless, with perpetual anticipation of the next big thing and every brands’ reputation on the line. With this in mind, now is the perfect time to start prioritising and shaping your comms, with authentic and captivating PR strategies. Maintaining your company’s reputation, demonstrating your positive culture, and looking after your own workforce will ensure people are tuned in and listening.  

Attention span is defined as the ‘amount of concentrated time on a task without being distracted’. Scientifically, they call it ‘attention failure’, essentially investigating why cognitively we reach for our phones with such ease and frequency at every point in the day. Attention spans are shrinking, with some reports suggesting that humans are 25% less engaged than they were only a few years ago.  

Researchers in Denmark studied a range of media types; from movie ticket purchasing habits, popular books, Tweets, as well as Wikipedia attention time. What they found was that the hotness of topic, time in the public sphere, and desire for a new topic vary greatly and depend on the media type. As an example, Twitter is currently fixated on the recent Elon Musk board scandal but people will quickly move on to the next thing. Those doing a deep dive on Wikipedia are engaged for far longer.  

How can we overcome this attention span deficit? By moving to briefer, personalised, and authentic comms to engage distracted audiences and create content that is evergreen that won’t be caught up in the trend cycle. Not just with audiences, but with your internal comms too. Using engaging internal comms strategies to hold attention will also ensure this is reflected externally.  

Positivity engages audiences, and shines your reputation  

Positive content is more viral. Authentic and original human stories based on relationships will stand out from the crowd.  

Brandon Stanton, the creator of the viral storytelling account Humans of New York, emphasises when writing his personal profiles that he does not describe people in adjectives, but rather describes actions of their life. After all, actions do speak louder than words. Looking across his portfolio of work on social channels (with 20 million followers), he notably gets right to the point, with little explanation or introduction. Your audience is smart enough to get the gist.  

The journey of a good narrative in comms  

Researchers found that people read information on paper vastly differently than online, as the amount of data to absorb on a singular page in a book is far less than a busy webpage. The slow and linear journey of a book is why it is so pleasing to race towards the end (no spoilers, please!). Your online content should follow suit, and always engage in a complimentary, moving narrative journey.  

It seems obvious, but the simplicity of the beginning, middle and end with challenges addressed by solutions, is just the way our brains like to consume. So, when you’re creating content and communicating with your audiences this year, remember to get back to basics. And don’t check your phone whilst writing it- resist the urge, if you can.  

Interested in more on reputation shaping and online reputations? See here for our resources from making the most of content to measuring your PR efforts.  

Facebook has had its fair share of crises in its relatively short and troubled tenure – the most recent being revelations from whistleblower, Frances Haugen, about the company’s algorithm increasing divisiveness on the platform, as well as insider knowledge about Instagram being harmful to mental health. And yet, at the start of the year, we heard about the company’s rebrand to Meta with a renewed focus away from social media and toward what is known as the metaverse (check out our previous post on the metaverse to find out more).  

While it seems perfectly feasible for Facebook to rebrand – as businesses typically rebrand every seven to 10 years (Firefly included!), Facebook sceptics might think that the ‘Meta’ rebrand is merely an aesthetic exercise in an attempt to cover up a string of wrongdoings. Rebranding to Meta to align with future goals and visions of the metaverse does make sense – a company setting out a new vision, new goals and a rebrand to align to those goals is the natural next move. But in the case of Facebook (and many other rebrands, which I’ll come onto), it can also be a reputation reshaping exercise, which brings me to the question, is a rebrand enough to save a reputation?  

Moving with the times – why companies rebrand     

Facebook isn’t the first, nor will it be the last company to rebrand, especially after a spout of bad publicity. In fact, many brands will do a complete overhaul throughout their time – in a lot of cases, it’s how big brands have kept going for so long. When McDonalds chose to completely revamp its restaurants from the playful, Ronald McDonald kids culture to the more sophisticated, café-like culture of today, it was simultaneously going through a major crisis. The documentary “Super Size Me” exposed various health concerns around McDonalds food, prompting a drop in profits and leaving a bad taste in the mouth (no pun intended) for consumers.  

Elsewhere, the Gillette 2019 advert which announced the brand’s new slogan and made references to #MeToo and toxic masculinity conversations split opinions across the public. Some deemed the change a fresh look from the 30-year old tagline, while others decided to boycott the brand, claiming it as “feminist propaganda” and “emasculating men”. The brand rode the wave, defending the campaign and stuck to its new ways despite the outrage. 

Besides moving with the times, a rebrand might also be spurred on by a new CEO or exec team, there may have been a recent merger or acquisition, or perhaps the company is ready to go global and needs to rebrand to be able to reach that global audience. Whatever reason a company chooses to rebrand, it can reap many reputational rewards, but also faces multiple risks if not done right.  

Don’t just be a pretty face  

Saving a damaged reputation needs to be carefully considered. Simply changing the face of your brand alone won’t cut it, the audience will be able to see straight through the cosmetic changes, so remember to also work on real change inside the company too.   

Here are few pointers to consider if you’re thinking about rebranding and reshaping your reputation: 

1. Make sure it’s representative of all voices – a rebrand and reshape is a huge project, especially if you’re a large organisation. It’s important that these decisions are made with the representation of all employees in the organisation. Basecamp found this out the hard way when a third of its employees left the company after the CEO told employees in an email to keep ideology out of the workplace and to “focus on the company’s actual business” 

2. Practice what you preach – it’s all good and well announcing sweeping changes to your company on social media and to the press, but you’ll soon be caught out by your employees if no real change is happening on the inside. If you’re reshaping to promote diversity, does your board reflect a diverse workforce? Are you reshaping to be more environmentally conscious? Outline exactly how you’ll be tackling that, both for employees and everyone else.   

3. Establish a new messaging framework – setting the tone for your refreshed business is essential, make sure to consider exactly what and how you’ll be talking about your business and how stakeholders can support those messages.  

4. Momentum is key – After the big splash about the rebrand and reshape, make sure to keep on talking. Keep communicating with the new messaging and stick to your guns – it may take some time getting used to it. 

5. Prepare for (minor) backlash – rebrands and reshapes are complicated and do carry big risk – even the biggest companies struggle to get it right. Just ensure you’re doing it for the right reasons and anticipate responses or a potential backlash from employees and the public.  

January has long been known as the time for creating new plans and pushing for change in our personal lives. The same goes for our professional lives, as we set new priorities by embarking on new projects as much as driving forward older ones.

2022 is set to be a unique year in the comms world, as after two years of riding the wave of the pandemic, we are finally starting to see light at the end of what has been at times an incredibly dark tunnel. Although, that light is not the ‘normal’ pace of business as we experienced it pre-2020, nor should it be. We should celebrate the developments that have come out of this difficult period, taking what we have learned from a moment of crisis to put our best foot forward for our campaigns in 2022.

Some things to consider in your comms planning.

Investing in sustainable climate action

As consumers and investors alike increasingly value strong action when it comes to the environment, brands can no longer afford to announce a climate target and call it a day. Businesses are being scrutinised more than ever for their action on climate change and must therefore ensure that their operations are consistent with what is being communicated externally.  

To put it simply, a climate-centric PR campaign will not work unless it’s authentic. However optimistic your external communications, if these are not backed up by a firm commitment which can be measured regularly and fairly, external stakeholders will easily see through the mirage. Today’s consumers and investors are used to seeing companies take misguided, vague climate action, and demand more as a result. Businesses that have little-to-no experience in this area should see this period of mounting pressure as an opportunity to possibly seek expert counsel from consultants, start building a narrative that is relevant to their business and back up their decisions with concrete action.

Navigating the waves of social media regulation

Social media has progressively become a core part of any good communication strategy, but as its use becomes more widespread, so does its regulation. Facebook whistle-blower Frances Haugen’s testimony before the US senate in 2021 shed light on the damage that has been caused by the social media giant to its users, leading to legislation such as the Online Safety Bill in the UK being strongly considered by lawmakers.

The bill mandates that social media platforms have a duty of care towards their users in protecting them against potentially damaging content, which is absolutely a step in the right direction when it comes to more responsible social media usage. Companies must ensure that they keep their finger on the pulse when it comes to regulatory changes, as increased legal scrutiny often results in new user guidelines. Businesses not only need to ensure that social media as a communications channel is integrated into their overall communications strategy, but also need to comply with new guidelines.  

Maintaining synergy through employee comms

Hybrid working continues to be favoured by the vast majority of businesses, having taken on board the benefits of a blended model over the past two years. Most companies are putting trust in their employees to choose the approach which works best for them, whether that be coming into the office every day, or on a less regular basis. As a result, teams are often working with a mix of colleagues dialling in virtually, and physically present in the office.

Hybrid working allows staff to fit their work around their lifestyle more than ever before, which can lead to increased productivity and certainly boosts employee wellbeing. But, at the same time, it can naturally lead to a fracturing of teams. Any divide is certainly not the fault of the business, nor the individual staff involved, but rather a natural progression brought on by inconsistent face-to-face contact. But the response is not necessarily to revert to mandated physical working, which is not always possible these days. Companies must instead focus on improving their internal comms strategies, ensuring that messaging is clear, and any change is regularly and effectively communicated to staff. This will be more important than ever in 2022, as hybrid working is solidified as part of our reality, and no longer is acting as a temporary measure implemented during the pandemic.

A New Year is the perfect time to reconsider your comms campaigns and building your brand’s reputation. Want to learn more about how you can shape your greatest asset? Download our guide to reputation management here.