This shift isn’t entirely new to me. Back in my financial PR days, we’d spend hours scrolling through investor forums, monitoring conversations for any sign that market sentiment, and potentially a share price, might dip. Online communities have always held influence, but today that influence is taking a different shape

We’re now seeing increasing numbers of journalists, commentators and industry experts moving towards platforms like Substack to build their own loyal audiences, independent of traditional media outlets. At the same time, communities on Reddit are becoming more influential in shaping brand perception, product reputation and even news agendas.

For PR teams, this doesn’t mean traditional media is dead. Far from it. But it does mean communications strategies need to evolve alongside changing audience behaviours.

There’s also a growing AI visibility dimension to this shift. Large language models increasingly pull insight, sentiment and consensus from community-driven platforms like Reddit, forums, Q&A sites and independent newsletters. These environments often contain the nuanced, experience-led discussions AI systems use to understand how products, brands and ideas are perceived in the real world. In practice, this means strong community presence can now influence not just human audiences, but how businesses appear in AI-generated answers and recommendations too.

The rise of the independent influencer journalist

One of the most interesting shifts has been watching established reporters and commentators build personal brands away from traditional publications.

Substack, in particular, has created a space where journalists can speak more directly, more personally and often more freely to highly engaged audiences. In many cases, these audiences are influential and deeply invested in specific industries or topics. For businesses, that creates new opportunities.

We’re moving beyond the standard media interview or comment request. Increasingly, spokespeople and subject matter experts should be considering how they can contribute to these ecosystems too. That might mean launching their own Substack to build thought leadership, co authoring pieces with respected writers, or contributing insight to existing newsletters where the right audience already exists.

The key difference is that these platforms reward personality and perspective. Audiences don’t just want polished corporate messaging anymore. They want informed opinions, real expertise and a more human voice.

Reddit: influential, unforgiving and impossible to fake

Reddit is a completely different beast.

Unlike many social platforms, you can’t simply arrive, post promotional content and expect credibility. Reddit communities are built around trust and participation. Users build “karma” through meaningful engagement and communities are often quick to challenge anything that feels overly corporate or self serving. This is what makes it so valuable.

Whether it’s technology, AI, cybersecurity, HR, finance or consumer products, people are increasingly turning to Reddit for unfiltered opinions and peer to peer recommendations. In some cases, Reddit threads are now appearing more prominently in search results (especially LLMs) than traditional review sites or articles.

For PR professionals, this requires a mindset shift. The role isn’t necessarily to “market” on Reddit, but to understand the conversations happening there and identify where businesses or spokespeople can contribute genuinely useful insight.

That could mean technical experts answering questions transparently, company leaders participating in relevant discussions, or communications teams simply using Reddit as a real time temperature check for audience sentiment.

Traditional media still matters. A lot.

Of course, while newer channels continue to grow in influence, traditional media still plays a critical role in shaping credibility and reputation.

National media, business press and B2B trade publications remain hugely important for executive profiling, industry authority and reaching key decision makers. Coverage in established outlets still carries weight with investors, customers and stakeholders in a way few platforms can fully replicate.

But increasingly, strong communications strategies shouldn’t stop there.

A great thought leadership piece in a tech trade can spark discussion on Reddit. An executive interview can be repurposed into a Substack essay. A journalist relationship can evolve into a collaboration with an independent creator or commentator.

The lines between media, influencers and online communities are becoming increasingly blurred and PR strategies need to reflect that reality.

The future of communications isn’t about choosing between traditional media and newer platforms. It’s about understanding how they all work together to shape reputation, influence and trust.

L'articolo The rise of community influence proviene da Firefly.

Fast-growth companies understand what makes them move faster. Having worked with high-growth businesses across industries, from AI and martech to HR tech and beyond, we’ve seen first-hand that behind every breakout firm is a set of accelerants. Forces that compound visibility, sharpen positioning, and turn momentum into something self-sustaining – making these fast growth companies grow even faster. PR, when done right, is one of the most powerful of them.

What looks like “momentum” from the outside is rarely accidental. It’s built through a handful of disciplined principles, applied consistently.

1. Think like a newsroom, not a campaign team
High-growth companies operate with an always-on mindset. They build a steady flow of narratives, visuals, and executive perspectives that are ready before the moment news breaks. This is what allows them to move at the speed of news, and not bound by cumbersome internal processes.

2. Put journalism before marketing
The most effective firms prioritise credibility over conversion. Their storytelling is structured like a strong article: a clear problem, one compelling insight, and a quote worth remembering. They resist the urge to say everything and instead focus on saying something that matters.

3. Get comfortable with tension
Breakout companies don’t sit on the fence. They challenge assumptions, question industry norms, and are willing to say what others won’t. But that doesn’t mean being provocative for the sake of it, instead having a point of view strong enough to cut through.

4. Make leadership visible and human
In fast-growth environments, leadership isn’t hidden behind brand messaging. A visible, opinionated, and accessible CEO builds trust far faster than polished corporate language ever could. Clarity and consistency matter more than perfection.

5. Apply principles, not playbooks
Perhaps the most important accelerant is that fast-growth companies don’t copy tactics. What works in one company won’t necessarily directly translate to another but the underlying approach principals will. The strongest brands take these fundamentals and apply them relentlessly until they own their space.

PR is about earning attention, consistently, and the companies that grow fastest are the ones that treat communication not as a core driver of momentum.

L'articolo The PR accelerants behind fast-growth companies proviene da Firefly.

We’ve seen firsthand how this proven process offers clear outputs and brings clarity to an area that has traditionally been hard to define. Here are the five key steps to help develop your reputation shaping strategy.

1. Exploration & Alignment

At this stage, you’re looking for allies and similar programmes to avoid reinventing the wheel. With marketing managing funnels, HR engaged in staff retention and wellbeing, and finance monitoring performance, it’s vital to align and deduplicate your reputation shaping programme with similar initiatives to bring people on board.

2. Strategy & Objectives

It’s important to not only identify opportunities, such as reducing customer churn and increasing cross-selling, but also to assess any risks. Small actions such as actively engaging with external communities, or employee surveys that unearth genuine issues, can bring unintended consequences. So, fix and focus on clear objectives, avoiding diversionary rabbit holes as they appear.

Have a written statement that encapsulates the ‘why’ on the activity you’re undertaking, not simply the ‘what’.

3. Building the Case & Prioritising

By using data from your ‘allies’ in step one, and carrying out unique benchmarking to fill the gaps, you’ll be in a good place to present the business case to your executive team. You’ll need to explain where the gaps are and what the potential impact could be if you’re not addressing a poor reputation in key areas.

This is the stage where you must prioritise areas that need fixing, fast. For example, you might have great employee morale, but half of your customers may be disgruntled. Think of this as a reputation valuation – a crucial element of reputation management in business.

4. Management & Implementation

Once the drivers and intended outcomes are established, it’s time to assign ownership of all things reputation. This involves communicating the purpose and importance of the reputation management programme as a fundamental business metric across your organisation.

Individual functions or business units may need the big picture objective made relevant to them at a micro level, as individual reputation shaping strategies they’re being asked to feed in to may be greeted with scepticism in isolation.

5. Measurement & Improvement

As well as keeping stakeholders informed via periodic updates and formal regular reporting, you’ll have created a framework for continuing to improve the health of your company reputation. It must include the flexibility to steer the ship in response to changing market and competitor factors, without knee jerk reactions to external events or the unexpected from within your organisation.

Importantly, it shouldn’t be seen as a barometer of ‘how things have gone’ but making progress on a continuing journey.

Conclusion

This structured approach ensures that your company’s efforts are aligned with existing initiatives, strategically focused, and continuously improving – thus safeguarding and enhancing your company’s reputation over the long term.

By enlisting the services of an experienced PR agency to help effectively unpack and implement these five steps, your organisation can successfully embark on a reputation-shaping strategy that will yield enormous benefits for your employees, customers, stakeholders and ultimately your bottom line.

L'articolo Five Steps to Shaping Your Reputation Strategy proviene da Firefly.

Now that International Women’s Day has passed, the real question for companies is not whether they spoke up on the 8th March, but what they do in the days and months that follow.

Genuine commitment to gender equality is not measured in posts or press releases, but instead is measured in the programmes companies run, the women they champion, and the platforms they create throughout the year. Every year, we see the same pattern: a flurry of activity around 8th March, followed by silence. The brands that get it right are those that treat International Women’s Day as the beginning of a conversation, rather than its conclusion.

The problem with performative communication

International Women’s Day has become an unmissable media moment, and with that visibility comes risk. The day has been widely co-opted by brands, giving rise to opportunistic campaigns and poorly framed messaging that audiences are increasingly good at spotting. When the public message does not match internal reality, media and stakeholders notice quickly, and the reputational damage can far outweigh any goodwill the original communication generated.

The most credible communications are grounded in facts and concrete commitments. Communicating on gender equality without sharing real data about your own organisation, whether that is pay gaps, access to leadership roles, parental leave policies or efforts to address recruitment bias, is where brands get caught out. Audiences and journalists are looking beyond the messaging now. They want to see the numbers, the initiatives and the honest acknowledgement of where progress still needs to happen.

That kind of transparency is not a reputational risk, but in actuality, it is a driver of trust.

What year round commitment actually looks like

So what does that actually look like in practice?  Here are three things brands can do to build a credible, sustained approach to gender equality throughout the year.

Back your communications with data: Publish precise figures, measurable commitments and medium term objectives. An annual internal review, shared publicly, grounds your communications in something tangible and builds a track record over time. Without it, any messaging around equality risks looking like just that – messaging.

Elevate women’s expertise consistently: Not just on International Women’s Day, but throughout the year. That means creating genuine platforms for women to speak as industry experts and thought leaders at events, in media commentary and in business decision making. Not to mark an occasion, but because their perspective adds real value. There is a difference between visibility and tokenism, and audiences know it.

Build initiatives with staying power. Mentoring and sponsorship schemes that open doors at every level, internal networks that give women a genuine voice, partnerships with organisations working on the ground, and leadership pipelines that move beyond intention into action. These are the commitments that matter, and they need a clear roadmap behind them, not just an announcement.

The credibility test

Before any communication, whether tied to a calendar moment or not, three questions are worth asking. Do we have measurable, verifiable data to support this? Are we prepared to answer questions about our figures and areas for improvement? And is this consistent with our actual policies and long term commitments?

If the answer to any of these is uncertain, the strategy needs more work.

Lasting credibility is built by the companies that do not need a calendar moment to justify their commitment.

The day may have passed. The work hasn’t.

L'articolo Brands need to be looking beyond International Women’s Day proviene da Firefly.

The pressure on communications teams is not new, but the combination of forces bearing down on the industry right now is unlike anything we have seen before. Fragmenting media, tightening budgets and the rapid mainstreaming of AI have all landed at once. The Inside PR 2026 report by Cision surveyed 561 PR professionals across the US and UK, and it offers a clear eyed look at how the industry is actually responding. Here is what stood out for us: 

The real challenge isn’t what teams say it is

Ask PR professionals what their biggest challenge is and 60% will say the changing media landscape, with 58% pointing to resource pressure. Ask them to name just one, and the answer shifts: 34% land on resource pressure, with media change dropping to 21%. The gap between those two answers is where the real story sits. Strategically, the industry talks about transformation, but the day-to-day reality is a conversation about time, budget and headcount that is not getting any easier.

Agility looks different depending on where you sit

57% of respondents describe their team as very or extremely agile, which sounds reassuring until you look more closely. Leaders tend to measure agility by their ability to make quick decisions. Managers and specialists are living a different reality: lengthy sign-off processes, no access to real-time data and team structures that were not built for the pace the industry now demands. That gap between perception and experience is worth taking seriously.

Brand awareness remains the priority, but commercial pressure is building

73% of respondents still cite brand awareness as their dominant objective, but the pressure to demonstrate commercial value is growing alongside it. 55% now prioritise sales and revenue through PR, and 50% are focused on measurement and proof of ROI. The teams that will navigate this well are those that can connect both: building reputation whilst making their contribution to business results visible and measurable.

AI is the biggest opportunity, but it is how you use it that counts

48% of respondents see AI and automation as the greatest opportunity for 2026, and adoption is already well underway. 73% are using generative AI for brainstorming, 68% for writing and refining content, and only 8% are avoiding it altogether. When almost every team is using the same technology, the advantage does not come from access. It comes from knowing what to do with the time it creates. Journalist relationships (39%) and strategic alignment remain just as important as ever, and that is unlikely to change.

Storytelling still sits at the top

Despite the pace of technological change, the core skills of PR have remained remarkably stable. 59% name storytelling and content creation as the most critical skill for 2026, ahead of media relations (44%), strategic planning (34%) and AI integration (33%). Technology changes the tools available, but it does not change the fundamental job. What the industry does need is a new kind of professional: someone who is strategically minded and data literate, as comfortable with technology as they are with crafting a compelling narrative.

The tools PR teams are prioritising

59% of respondents cite media monitoring and analysis as critical, followed by content creation tools (48%), media databases and relationship management (44%), and analytics and reporting dashboards (33%). Each one maps to a pressure point running through the report: efficiency, output, relationships and ROI. Having the right tools matters less than how well they are woven into the way decisions actually get made. Data creates the foundation, but judgement is what you build on top of it.

What the report tells us about where the industry is going

This is not a picture of an industry in trouble. It is a picture of one being asked to operate at a higher level than before. The bar for efficiency has risen and teams that have not streamlined their processes will feel that. Proving the commercial value of communications work is no longer optional. The technology is available to everyone. What is not evenly distributed is the judgement to use it well.

L'articolo Here’s what the Inside PR 2026 Report tells us about the state of the industry proviene da Firefly.

For a long while now, podcast have shift from audio only to video. In one of my favourite podcasts, The Rest is Entertainment, host Marina Hyde goes as fair as saying that they really should be call a show these days, rather than a podcast. And you can’t really call people listeners either, with 72% preferring to watch the video version of a podcast.  

Last year we talked about the visual shift trend. Our appetite for visual content formats is growing and video podcasts are attracting more and more people, so much so, big industry moves are happening:

• Netflix wants 50+ podcast shows on its platform – attempting to woo creators away from YouTube
• Spotify is changing its eligibility standards to increase in creators
• UK media giant Global has taken a major stake in Gary Neville’s sports podcast company The Overlap

What does this tell us, video podcast?

Podcasts are becoming shows

We’re moving beyond the days of two people chatting into microphones in a spare room. Creators are investing in set design, multi-camera setups, live audience segments, and dynamic editing. The line between podcast and talk show is blurring, and audiences now expect something that looks and feels a bit more polished.

The battle for eyeballs (not just ears) is intensifying

Platforms know that video increases engagement, watch time, and ad revenue. YouTube has dominated video podcasting for years, but Netflix and Spotify clearly want a piece of that. As more platforms compete, creators will have more options and potentially more pressure to choose a “home” for their video content.

It opens the door to new genres and new forms of storytelling

Video allows for demonstrations, reactions, live visuals, graphics, guests joining remotely, behind-the-scenes formats, product walk-throughs, and more immersive storytelling overall. The medium is expanding what a “podcast” can actually be.

Brands and creators need to rethink their strategy

For brands, this shift means:

• Stronger audience connection through faces and body language

• Higher production expectations and investment
• More channels for repurposing content (shorts, reels, trailers)

For creators, it means that the entry barrier is rising. You now need to consider lights, cameras, editing skills, and distribution know-how. But the potential reach is bigger than ever.

So where is this heading?

If audio podcasting democratised broadcasting, video podcasting is democratising TV. Anyone with the right setup can create a show that looks like it belongs on a major network.

And maybe Marina Hyde is right, we should ditch the word podcast altogether. But until we come up with a better name, the evolution continues. The radio star isn’t the only one being revived.

L'articolo Video revived the radio star proviene da Firefly.

Here’s what the smartest brands are doing differently and what your organisation can borrow from them.

1. Adopting an “always-on newsroom” mindset

The most effective brands think like newsrooms. They don’t wait for something to happen before figuring out what they want to say. They have stories, visuals, data points and executive perspectives ready long before news actually breaks.

This approach flips traditional corporate comms on its head. Instead of scrambling to respond, in some cases with cautious or diluted messages, an always-on newsroom gives you clarity, speed and control. When the conversation shifts, you’re ready. When a competitor launches, you’re ready. When a journalist calls unexpectedly, you’re ready.

2. Using “journalist-first” storytelling

Journalists exist to tell meaningful stories. Organisations that understand this will craft their narratives the same way a journalist would, with key ingredients like structure, clarity and tension.

It’s going back to the classics a clear problem (what matters right now) and a strong insight (your perspective on it).

This approach builds credibility before conversion, which is essential in a world where audiences increasingly distrust corporate voices. When your storytelling respects the craft and constraints of media, your brand becomes a source journalists want to return to.

3. Embracing tension rather than avoiding it

Many organisations hesitate to say something provocative. Yet tension is what cuts through the noise. Strong stories challenge assumptions, question industry norms and introduce new thinking. Playing it safe rarely moves the conversation forward.

The companies and leaders that drive conversations forward aren’t afraid to take a position. They are comfortable with discomfort and happy to voice what others won’t. However, there is a difference between being ‘unhinged’ and a ‘maverick’, the difference being not saying something just to get attention, but saying it being it needs to be said and it aims to spur the industry on.

4. Putting forward a human, visible leader

In times of noise, AI slop and uncertainty, people want to hear from real people. A visible leader and expert with a clear voice, strong point of view and human presence bring the grit to the story, makes it deeper and more meaningful, and avoids it feeling shallow.

Authenticity, as much as it is hated as an over-used word, is what’s key with executive comms. When people communicate with clarity, empathy and confidence you move from having a spokesperson to having a strategic asset.

The takeaway for tech organisations

This blog is about mindset. To own the narrative, take inspiration from these principles and by doing it consistently, you can elevate your PR strategy over other in this sea of sameness.

L'articolo How to truly own the narrative proviene da Firefly.

It’s a reminder that the skills developed in communications aren’t just useful when building PR strategies, they’re deeply transferable even in a pressured environment where one wrong sentence can send you packing.

Communication under pressure is a learned skill

One of the most striking things about Rachel’s gameplay is how composed she remains under constant scrutiny. Every conversation matters. Every reaction is observed. This is communications under pressure in its purest form.

Comms professionals are trained to think before they speak, to assess the room, and to tailor messages without losing authenticity. In The Traitors, that skill becomes survival. Rachel doesn’t over explain or rush to fill silence. She listens, responds with intention, and understands when saying less is more. That ability to remain steady when others unravel is exactly what great communicators do in high stakes moments.

Crisis without warning – and not being blindsided

Unlike most professional crises, The Traitors offers no prep time. Accusations come out of nowhere. Alliances shift overnight. Yet Rachel consistently demonstrates preparedness – not because she knows what’s coming, but because she knows how to respond. And yes, I’m referring to that hilarious moment when Fiona turned on her and called her out publicly as a Traitor!

In communications, we’re taught to expect the unexpected. To anticipate risk, scenario plan mentally, and stay adaptable. Rachel never appears blindsided, even when challenged directly. She acknowledges, reframes, and moves on. It’s crisis management instinct, not luck.

Trust, reputation, and stakeholder management

Another core strength on display is relationship building. Rachel invests early in strong connections, particularly with influential players. She builds trust not through dominance, but through credibility and consistency, two pillars of reputation management.

What’s clever is how she subtly “educates” others about who she is. She creates a category for herself – reliable, level headed, non threatening. In comms terms, it’s positioning. Not loud, not forced, just reinforced through behaviour. Reputation, after all, is what people say about you when you’re not in the room… or when your name comes up at the round table.

A pattern we’ve seen before

This isn’t the first time comms adjacent players have done well on The Traitors. Looking back at previous UK seasons, those with backgrounds in communication, negotiation, or influence often outlast louder personalities. They understand narrative. They read people. They know timing matters.

It’s a useful cultural case study for an industry that is often underestimated. PR and communications aren’t “soft skills”. They’re strategic, hard earned, and incredibly difficult to execute well unless you truly know your craft.

Rachel’s performance is proof of that. And whether she makes it to the end or not, one thing is clear…never underestimate the power of someone who knows how to communicate.

L'articolo Why you should never underestimate a comms professional proviene da Firefly.

What sets Christmas ads apart from typical campaigns is that they’re rarely about a hard sell. Instead, they offer brands a rare moment to tell a story, tap into a feeling, and connect with people on a human level. And if that connection translates into sales? Even better. But the emotional resonance comes first.

This year, two ads stand out, and unsurprisingly, they’re from the usual suspects: John Lewis and Coca-Cola.

John Lewis returned with an advert designed to tug firmly at the millennial heartstring. The story centres on a teenager gifting his dad a record that transports him back to his early adulthood. What follows is a memory-filled montage of the child growing up, from baby to the teen we see today. For parents, who feel time slipping through our fingers faster each year, it’s a direct hit. It’s classic John Lewis, so warm and family orientated.

Coca-Cola, meanwhile, has gone in a completely different direction, yet stayed true to its own brand personality too. For the second year in a row, it has leaned into an AI-generated creative concept. The ad has received its fair share of backlash, even after Coke released a behind-the-scenes video to show the process and creative thinking, and spotlighting the people behind it. But the criticism hasn’t overshadowed the core message of unity and festive generosity. That’s unmistakable Coca-Cola.

What’s interesting is not that these ads took different creative paths, but that they ultimately share the same intention. Both aim to put human-centricity at the forefront, through emotion, connection, and the magic of shared moments. Whether delivered through nostalgic storytelling or a bold, tech-driven visual concept, the goal is the same, and that’s to remind us of what this season is really about.

And that, perhaps, is why Christmas ads endure. They’re modern-day festive folklore, and I’m so here for it!

L'articolo The Christmas ad season has arrived – and it’s telling us something important proviene da Firefly.

1. Centralised PR is starting to crack

Companies that have pursued a centralised PR model are starting to see diminishing returns.

On paper, centralisation promises efficiency – one team, one strategy, one message… and so on. But in practice, it can come at the cost of impact. The best European PR is informed, connected, and deeply attuned to the nuances that make each market tick. You can’t ‘AI’ that.

It’s a mistake to view Europe as fragmented. Done well, a multi-market approach can combine brand consistency with the local flair and cultural depth that make stories land authentically. The UK remains a natural launchpad and a market that rewards thought leadership and global ambition. But sustaining momentum across Europe requires more than one-size-fits-all messaging.

Handled right, PR becomes part of the investor narrative, part of the customer journey, and living proof that a company truly understands the markets it’s growing into.

2. The return of brand awareness as the ultimate metric

After years of chasing clicks, impressions, and traffic, the pendulum is swinging back. According to Censuswide, 62% of CMOs now see brand awareness as their primary measure of success, up from 42% just a year ago.

As generative AI tools like ChatGPT become the new front door to information, the old performance metrics tell us less and less about how people actually find and understand a brand. What matters now is whether your brand shows up, gets recognised, and makes sense within this new information ecosystem.

Awareness today is about discoverability and relevance, and ensuring your brand has both presence and meaning in a landscape increasingly shaped by AI. Long-term brand equity is firmly back in the spotlight.

3. Over-reliance on AI will expose weak PR

AI is transforming PR – and many industries actually – but not always for the better.

Those who lean too heavily on automation risk diluting their craft. AI should raise the bar for quality, not lower it. The value of PR lies in lived expertise, judgement, and critical thinking and these qualities that can’t be replicated by a machine.

It’s human nature to seek shortcuts, but in communications, shortcuts lead to shallow thinking and forgettable work. AI can make us faster, but not necessarily better. The best practitioners are using it to enhance creativity, test ideas, and free up time for more strategic work.

4. The visual shift is about to break big

Those working in global comms will have noticed this trend gathering real pace in the US this year, and it’s set to become a major force in the UK and Europe too. Media outlets are increasingly prioritising video and visual-first formats, in part as a backlash to the flood of AI-generated text.

So brands, are your executives truly camera-ready? Not just media trained, but confident enough to show up authentically rather than rely on a script. Because while visual formats are rising, so too is the pushback against over-prepared spokespeople.

Journalists want genuine, human, jargon-free conversations – not over-worked corporate messaging that jars on screen. The organisations that embrace this shift early will stand out in an increasingly visual media landscape.

By 2026, the most respected PR teams will be those who’ve mastered the balance of combining human intelligence with technological advantage, without ever losing what makes their work meaningful.

L'articolo Four shifts shaping PR in 2026 proviene da Firefly.

Having run European PR programmes for US headquartered companies for over 18 years, my first big tip is to never treat ‘Europe’ as one area where countries work the same way. What works brilliantly in the UK may fall flat in France, and the same tactic that delivers headlines in Germany might go nowhere in Spain. But there are also some patterns that repeat, and plenty you can do even if you don’t yet have all the “perfect” ingredients for a fully localised PR strategy in-country.

What the perfect set-up looks like

Starting with the dream scenario – your PR programme in Europe is fully supported by local voices. You have native speakers leading outreach in their own languages. You have executives based in-country who can talk to journalists at short notice. You have local customers who are happy to share their stories. And you’ve got fresh, market-specific data that makes your insights feel relevant.

Of course, that combination makes everything easier. The media love to hear about people and businesses that feel directly connected to their readers. Local references and language make your story more relatable, while local stats give it weight.

But this is a dream scenario, because it’s unlikely companies have all these ingredients when they first arrive. You might not have a customer in Germany yet. You may not have a French country manager in place. You may only have global data to share. And all of that is absolutely fine. You can still get great results if you know how to play to each market’s strengths.

Busting the thought leadership myth

One common misconception is that you must have a local executive authoring every article you produce. That’s not so – there are some publications which accept an article in local language and are happy for it to be attributed to the original author.  

This isn’t necessarily a hard and fast rule across Europe, though. In France, the media pay attention to the job title. A VP or C-suite name carries weight, whether or not that person lives in France. That said, for trade media, there’s a stronger appreciation for an expert to be truly expert in that subject (with good credentials) and native speaking. 

In the UK, the title helps but what really counts is the quality of the opinion. Journalists here value experts who say something fresh, unusual, or contrarian. In fact, a National business journalist recently told us that he sometimes actively avoids CEOs who are ‘overly media trained and talk in jargon’ – his strong preference is for the strength of the story itself. Journalism 101!

And in Germany, the expectation is for substance. German outlets want arguments backed with solid reasoning and data. Ideally you’d tailor that with country specific numbers, but well-presented global data can still work.

Different markets, different appetites

It’s not just about the spokesperson. The type of content each country values also varies.

In France, corporate news still lands well. Announcements like new appointments or office openings often get coverage. In the UK and Germany, there’s less appetite for that kind of story and more hunger for expertise. The UK thrives on a mix of opinion articles, reactive commentary, and thought-provoking takes on the news. Germany is similar, though more formal, with a strong preference for carefully argued bylined pieces or groundbreaking company news.

In the Netherlands, transparency, clear data, and authentic expertise resonate much better than polished words, in fact journalists really dislike superlatives. Lasting impact comes from ideally building relationships and offering fresh, locally relevant insights, one-off press pushes don’t get you too far. At the same time, especially in trade media, branded content partnerships are becoming an increasingly important way to secure visibility.

Podcasts are another interesting example where European countries differ. In the UK and Germany, there’s a healthy appetite for guest interviews, and producers welcome outside voices. That said, in Germany, guest interviews are not necessarily as ‘casual’ as they are in the UK or USA. Quality, structure and journalistic standards are important even in independent podcasts, and many podcasts focus on specialist topics in more depth rather than aiming to be entertaining. In France, it is more structured, such as panel discussions and planned expert debates. The format is starting to open up to guests, though more slowly than other regions. 

And in markets like Italy and Spain, you’ll often find a more flexible approach to content. A piece you might only expect to use on your company blog, for example “Four Myths in Cybersecurity” can be re-packaged into a press release and get real media traction.

Why context matters

I cannot stress enough that none of these are hard rules. The success of a PR programme always depends on the wider picture. This includes, but is not limited to, the industry you’re in, the mood of the market, and the competition. A hot topic in fintech won’t be the same as one in manufacturing. In some markets you might be up against a “media darling” – a local company that media flock to for quotes. In others, you might find a gap just waiting for you to step into.

Making progress without local assets

So, how do you build credibility when you don’t yet have a full European set-up? There are plenty of options. You can put forward senior global leaders as spokespeople and shape their commentary to fit local angles. You can reframe global data so that it highlights what matters most to a European audience. You can jump into European debates around issues like regulation, sustainability, or AI ethics, which are highly relevant across borders. And you can get creative by re-using content in various ways, offering written Q&As instead of formal thought-leadership pieces, or packaging expert commentary into a podcast-friendly format.

Partnerships can also help. Working with analyst firms, industry associations, or research groups based in Europe lends extra credibility and provides another hook for your stories.

What companies should keep in mind

Over nearly two decades, I’ve seen programmes succeed by staying adaptable. The companies that thrive are those that respect local nuance, repurpose what they already have creatively, and avoid assuming that a single tactic works universally.

If you keep that mindset, Europe offers enormous opportunities to shape your reputation, join conversations, and build influence. It’s not about getting it “perfect” from the start. It’s about knowing where to focus, being flexible, and giving each market the right attention for your company’s ambition

This article was adapted from a version originally published on PR Daily.

L'articolo How PR in Europe really works proviene da Firefly.

That’s a warning shot for communicators as much as it is for engineers.

The hype cycle has peaked and burst, in some corners. Media fatigue around AI agents has been a thing for over a year, but now, with talk of an AI crash looming, the narrative can’t afford to stay stuck on capability. The story must evolve and fast.

There are plenty of people talking about AI safety, security, and ethics, but not enough of them are doing it in ways that cut through the noise or reach the audiences that matter.

The shift from reasoning to generative models

Where earlier generations of AI were celebrated for generating, this new wave is about reasoning, i.e. chaining logic, simulating “thinking,” and applying learning to complex problems. That shift fundamentally changes how AI is perceived. No longer a creative sidekick or assistant, it’s starting to resemble a decision-maker.

And with that, the stakes for communicators rise. When reasoning models make consequential judgements – whether in recruitment, healthcare, or product recommendations – the question is no longer “what can it do?” but “can it be trusted?”

The murky safety trade offs of advanced models

That notion of models “imitating alignment under supervision” is what makes this moment so fraught. Systems can appear safe and compliant in controlled settings, yet behave unpredictably when released into the wild. For those shaping narratives, it’s a communications minefield.

We’re moving into a space where transparency matters more than capability claims, and PR teams will need to adjust. Overpromising performance or relying on benchmark-driven superlatives (smarter, more advanced, human like) will land flat or worse, erode credibility. The stronger story now lies in showing how companies are tackling uncertainty, mitigating risk, and taking responsibility for how these systems evolve.

The move to “How it’s trusted”

The tone of AI communication in 2026 will hinge on a few key shifts. The first is centering safety, governance, and ethics as the main narrative, not the disclaimer. Rather than leading with “our model is more capable,” the story needs to start with how it’s being governed – i.e. how testing, red teaming, or human oversight are built in.

Second, there’s a growing demand for real-world application stories over benchmark wins. Journalists, analysts, and customers have long tuned out model size bragging rights and tuned in to what happens when systems are applied in sensitive contexts. That means comms should spotlight examples where responsible deployment, not technical prowess, is the differentiator.

Third, explainability is becoming a selling point. As reasoning grows more complex, the ability to articulate why a model reached a conclusion – and how humans remain in the loop – is key to trust. Transparency will define brand reputation as much as innovation once did.

And finally, uncertainty framing will become a core skill for spokespeople. Being clear about limitations, confidence levels, and where human oversight begins or ends signals maturity. The brands that admit what they don’t yet know will feel far more credible than those that insist they’ve got it all under control.

The landscape is already shifting

We’re already seeing this shift across the market. Enterprises are deploying AI in place of expanding teams, focusing on efficiency and augmentation rather than scale. Vendors are leading with terms like “safe-by-design,” “trust layer,” and “auditability.” Regulators are moving fast to demand transparency and traceability, and journalists are beginning to interrogate not what models can do, but how safely they do it.

The communications playbook must evolve alongside. Instead of treating ethics and governance as compliance boxes to tick, PR teams should make them central to their storytelling, weaving in transparency, oversight, and learning as proof points of credibility. It’s a-miss to think that those themes don’t dilute innovation, because in today’s world, they define it.

Communicating trust in an era of smarter AI

AI’s reasoning leap is more than just a technical frontier, it’s a reputational one too. As hype gives way to harder questions and public scrutiny deepens, communicators have a choice – keep amplifying capability or help redefine what progress looks like.

The winning stories in 2026 will be about how responsibly, transparently, and humanely we build and communicate them.

L'articolo Smarter, safer, or just louder? How AI comms must change in 2026 proviene da Firefly.

“Highly significant” cyber attacks rose by 50% in the past year. The UK’s security services are now dealing with a new nationally significant attack more than every other day, according to the National Cyber Security Centre (NCSC). This is scary but as we depend more on technology, more attacks are inevitable.

In today’s climate, a communications crisis is no longer a matter of if but when. Whether it’s a cybersecurity breach, reputational challenge, or operational failure, every organisation needs to be ready to respond fast, clearly, and confidently. That starts with one essential tool – a crisis communications handbook.

Preparation is protection

Crises can take many forms, from data leaks and executive missteps to product issues and internal disputes. Whatever the cause, the pattern is often the same – initial confusion, mounting speculation, and pressure to respond in real time. Without a clear plan, even the most experienced teams can lose control of the narrative.

A crisis communications handbook ensures structure when chaos hits. It lays out who says what, when, and how, helping organisations maintain clarity and consistency under pressure.

What an effective handbook should include

A strong crisis plan is the blueprint for calm, coordinated action.

Key elements should include:

• Approval processes for all external and internal statements
• Response timelines and escalation procedures
• Clear ownership of roles and responsibilities across communications, legal, HR, and leadership
• Guidance on tone and messaging, aligned with company values
• Pre-approved templates for holding statements, stakeholder updates, and internal comms

These components help teams react quickly while maintaining alignment and accuracy – reducing the risk of contradictory messages or delayed responses.

The value of an ongoing PR partnership

When a crisis hits, many companies instinctively call in external PR support. But the real advantage comes from having an established relationship with a PR partner before the crisis occurs.

Here’s why that relationship matters:

• They already understand your brand. A long-standing PR partner knows your mission, voice, and culture which allows them to respond authentically and efficiently when the unexpected happens.
• They strengthen internal trust. If your PR team has already supported your internal comms, employees will be more receptive and confident in leadership messaging during difficult moments.
• They help protect key relationships. Beyond managing headlines, effective crisis comms safeguard relationships with customers, investors, and other stakeholders. Your PR partner can help tailor messages to each audience and manage the flow of information strategically.

Crisis readiness is reputation readiness

Reputation is one of a company’s most valuable assets and also one of the most fragile.

Having a well-defined crisis communications handbook, supported by a trusted PR partner, ensures you can respond to challenges with transparency, accountability, and control.

Crises are unpredictable but preparation isn’t. The organisations that invest in readiness today will be the ones still trusted tomorrow.

L'articolo Why every company needs a crisis communications handbook proviene da Firefly.

1. Anchor in ambition not tactics

Start with the big “why.” What business outcome are you chasing? Is it narrative dominance in your vertical? A reputation reset after misrepresentation? A push into new markets or sectors? If your agency knows precisely what success looks like, their proposals will land sharper and more strategic, and not feel scattergun.

Leave the “how” to them. If your brief reads like a tactical checklist, you risk getting safe, incremental ideas back. Instead, clarify the goal, sketch the boundaries, then invite fresh ideas.

2. Be frank about budget

Nothing kills creativity like a phantom budget. If you don’t share even a ballpark or minimum, responses will either undershoot (too conservative) or overshoot (pie in the sky). A disclosed range or baseline helps agencies calibrate and ensures you’re comparing apples with apples.

It doesn’t limit creativity, it’s about making ideas feasible and ambitious in equal measure.

3. Define success

“More reach” is table stakes. With AI-driven discovery reshaping how audiences find and interpret content, outcomes now include authority in AI search, narrative control in indexing, and influence in the context that matters.

Is success a rise in relevant search visibility? A shift in sentiment in niche trade coverage? More conversion ready leads through thought leadership? Use metrics your internal team already trusts and map new ones if needed.

4. Be upfront about your internal bench and scope

Do you have an internal team handling advocacy, content, or technical deep dives? Or are you expecting the agency to wear every hat – from ideation to execution to subject-expert sourcing?

B2B PR thrives on domain expertise, so your spokespeople bench matters. If internal experts are strapped, say so. That sets realistic scopes and lets proposals include support for sourcing experts, developing narratives or even infrastructure for content.

5. Leave room for idea-play

Your brief should feel like an invitation to play, to connect dots you didn’t even know existed. Good work often comes from the tension between constraint and freedom.

So, as you hand over that “puzzle,” be precise where it matters and ambiguous where magic can occur.

A well-crafted PR brief is more than guidance, it sets the tone for a partnership full of possibility. Lay the foundation, but don’t erect the walls.

L'articolo How to write a PR brief that gets results in 2026 proviene da Firefly.

In an age where AI is supposedly doing much of the “thinking” for us, some have voiced concerns that we’re outsourcing too much. A recent MIT study even suggested that heavy reliance on AI tools might erode certain cognitive skills. But that’s only half the story. History shows us that when technology takes one kind of work off our plate, we don’t stop thinking, we simply redirect our curiosity elsewhere. Our appetite for discovery, challenge, and critical reflection has never vanished and never will. 

This has important implications for professionals in communications. People still crave knowledge, but increasingly, they want it presented in ways that stimulate the same brain circuits that a good puzzle does. That’s why shows like Destination X, escape rooms, murder mystery podcasts, and quiz nights thrive. They turn information into an experience and entertainment. 

For brands, there’s an opportunity to create content that engages your audience in solving, connecting, and decoding. That could take the form of interactive campaigns that ask people to uncover a brand story piece by piece, or thought leadership presented as a series of provocative questions rather than definitive answers, or even gamified experiences that weave education into play.

I encourage communications professionals to think beyond providing information faster (AI already does that), but instead understand our deeper psychological drive to figure things out. Knowledge wrapped in entertainment, insight revealed through interaction, this is where people lean in.

So, as AI continues to reshape how information flows, it’s worth remembering that our joy in solving problems is deeply human, deeply enduring, and brimming with creative potential for communicators. The challenge for brands is not to compete with the machine, but to create spaces where audiences can exercise their critical thinking and enjoy the journey as much as the destination.

L'articolo The deeply human joy of puzzles – and what it means for communicators proviene da Firefly.

Over the past year, we’ve watched familiar titles disappear, newsrooms shrink, and journalists forced away from roles they adore. It was sad to see the news on Business Insider’s layoffs and TechCrunch European’s operation closure, citing ‘realignment and reinforcement’. 

At the same time, we’ve seen a quiet but profound shift in how content is produced. AI is no longer just a helper, it’s increasingly the author. And that brings us to a new kind of crisis.

Some outlets have already been caught publishing entirely AI-generated articles, complete with fake quotes, made-up experts, and fabricated facts. 

What’s more troubling is how easily these stories slipped through. They feel too real, and that’s exactly the problem.

Because if AI keeps training itself on content made by other AI tools, the quality spiral is inevitable. We’ll end up with a self-referential loop where errors compound, context disappears, and truth becomes… well, less and less meaningful. And when generative models pull from these flawed sources to answer questions, make decisions, or even shape reputations, that’s where things get dangerous.

Why brands should care

This is more than just a media industry issue, it’s a brand reputation issue, and so brands and companies need to care. What appears online about your company, your leaders, your values – whether it’s on a news site, in an AI-generated summary, or a chatbot result – can morph in ways you didn’t intend and can’t easily correct.

Think back to a time when you’ve Googled your company and found outdated or misleading information. Now, multiply that risk tenfold in a GenAI-powered world. The potential for hallucinations means that brands could wake up to find their story rewritten, literally.

So, what now?

This is not a doom-and-gloom manifesto. This is a call to attention. The media still matters. Arguably, it matters more than ever.

Because for all the speed and efficiency AI promises, it lacks something fundamental: judgment. It can’t ask tough questions. It can’t challenge assumptions. It can’t sniff out the spin. That’s what journalists do. They are, and always have been, our societal bullshit detectors. And that role is critical if we want to keep trust, nuance, and truth in the equation.

Let’s not rush. Let’s think.

We don’t need to hit pause on progress. But we do need to slow down the blind acceleration. Let’s approach AI with critical thinking, not just excitement. Let’s build systems that elevate credible sources, not just the most clickable ones. And let’s invest in media, as a foundational pillar of the new digital landscape.

In short, the media must not be overlooked in the GenAI era. Because if we want to live in a world where truth still matters, we’re going to need it more than ever.

L'articolo When AI eats itself, what’s the future of content? proviene da Firefly.

But lately, a growing number of readers have expressed disillusionment, feeling “wronged” by the realisation that parts of the memoir may not be as brutally truthful as initially believed. The story, it seems, took some creative liberties. And people got salty. 

In a time when readers seek authenticity, especially in personal or high-stakes narratives, embellishment becomes a double-edged sword. Storytelling, by its very nature, involves some degree of crafting. Selective detail, emotional emphasis, and structure help shape experiences into compelling arcs. But there’s a line.  

When the story leans too far into embellishment, especially when marketed as raw truth, it can backfire. In The Salt Path’s case, the public response has been a reminder that when trust is part of the product, you can’t afford to let the narrative drift too far from reality. 

This matters even more in today’s AI-saturated content landscape. Readers crave real voices, genuine points of view, and lived experience. There’s growing fatigue around content that feels “generated,” perfectly polished but emotionally hollow. Authenticity cuts through the noise, but only if it’s actually authentic. Ironically, AI has made the real human story even more valuable, not less. 

But that value brings responsibility. If you’re telling a true story, especially one built around suffering and injustice, you owe the audience your honesty. Emotional manipulation dressed up as truth erodes trust. And that puts you in a dangerous position.  

The backlash to The Salt Path is a case in point – particularly on the emotional reaction. What began as inspiration turned, for some, into betrayal. 

So yes, brands and leaders, tell your story. You can be vulnerable. You must craft it beautifully. But don’t lose sight of the line between narrative polish and distortion.  

In a world craving realness, a great personal story has power but only if it holds up under scrutiny. The salt in the wound of The Salt Path is a lesson. A strong narrative can move millions, but stretch the truth too far, and those same millions might just walk away. 

L'articolo Salt in the wound – When storytelling crosses a line  proviene da Firefly.

And because we can’t help ourselves, we’ve noticed that some of our seasonal favourites also offer surprisingly sharp insights into the world of communications, reputation and influence. 

Here’s what’s been catching the Firefly team’s attention lately, from Formula One to AI, and a few clever comms lessons in between. 

What we’re reading: Mastering AI by Jeremy Kahn 

This one’s at the top of our summer reading list. With AI continuing to dominate headlines and challenge how brands communicate, Mastering AI promises a clear, accessible look at how artificial intelligence is actually being built and what it means for industries navigating reputation, ethics and innovation. We’re looking forward to seeing how it can help us cut through the hype and think more critically about AI’s real world impact on comms. 

What we’re listening to: The Times Tech Podcast By Danny Fortson and Katie Prescott  

This podcast has become a regular listen for a few of us at Firefly. It covers everything from data laws to startup drama, and it does so in a way that’s smart without being dry. It’s a great resource for staying informed on the trends and tensions that shape how tech brands – and their leaders – are perceived in the public eye. 

What we’re watching: F1: The Movie 

Even if you’re not a motorsports fan, this new film is a fascinating case study in reputation building. Formula One already had a passionate following, but this cinematic release is clearly designed to expand the audience. With excellent comms work behind the scenes, it shows how storytelling, star power, and smart positioning can turbocharge a brand that’s already well established. 

What’s given us the ick 

We need to talk about the LinkedIn posts.  

You know the ones — suspiciously formulaic, drenched in humblebrags, and always ending with “What are your thoughts?” or “#leadership”. It’s giving… ChatGPT, unedited. And we get it — AI is handy. But when every post starts sounding like a generic TED Talk outro, the personal brand starts to feel a little impersonal. 

AI can absolutely support great comms. But using it without a sprinkle of self-awareness (or, dare we say, personality)? That’s our current ick. 
 
(Notice all the ChatGPT-isms above…exactly like that!) 

Final thoughts 

Whether you’re poolside with a book, commuting with a podcast, or just enjoying the slower pace of summer, there’s always something new to learn about how brands build, or sometimes break, their reputations.  

Enjoy the summer from all of us at Firefly. 

L'articolo What we’re loving this summer for tech PRs   proviene da Firefly.

A big name, a big moment, and let’s be honest, a big price tag. But what started as a glittering celebration of innovation and exploration sparked mixed reactions, with some feeling the stunt missed an opportunity to inspire and inform.

As PR people, moments like this remind us just how important it is to ensure that star power supports the message rather than outshines it. It’s a delicate balance, but one that can make or break the impact of a campaign.

The power (and potential) of influential advocates

There’s no denying the influence celebrities can have. When someone like Katy Perry gets involved, you’re guaranteed attention. And that can be incredibly powerful, especially when it comes to raising awareness around worthy topics like space exploration or STEM careers.

Used well, that visibility can help reach new audiences and inspire the young and impressionable future generations. But the partnership must feel aligned. Audiences today are savvy,  they can tell when something feels surface level or disconnected from the cause – and the power of social media can really push a negative narrative quickly! The goal should always be to amplify, not distract from, the mission. 

Putting the spotlight on the science

Space exploration is moving fast, and not just in terms of rockets.

We’re seeing huge leaps in sustainable technologies, reusable spacecraft, and innovations that could shape the future of life beyond Earth. It’s not just about reaching space anymore, it’s about how we explore responsibly and what we learn along the way.

We’re seeing this with companies like Ansys, who are playing a big role in that. Its simulation technology is helping space pioneers, like The Exploration Company, test and validate sustainable space systems before anything leaves the ground. From thermal protection to fuel efficiency, their work is making missions safer, more efficient, and crucially, more planet friendly.

And yet, during the recent celebrity trip, much of that incredible behind the scenes work barely got a mention. It was a golden opportunity to highlight the science, the sustainability, and the serious innovation driving space forward – perhaps these things were mentioned, but sadly it wasn’t what made the headlines. Instead, one quote seemed to sum up the tone a little too well: “Space is going to finally be glam”… face in palms.

Purpose

None of this is to say we shouldn’t think big. But aligning a high-profile figure with a serious topic requires careful, considered comms planning. What do they stand for? How does their story connect with the narrative? Is there an authentic connection? How will the audience interpret the message?

When done right, these partnerships can be game changing. But they need to be underpinned by clear values, strong messaging, and a focus on impact, not just image.

Looking up 

This latest space moment might not have gone quite as intended, but it’s sparked valuable conversations about how we approach PR in the age of celebrity and purpose. And that is a step in the right direction.

Because space exploration is still one of humanity’s most exciting frontiers, and with the right storytellers, the right partners, and the right plan, we can make sure the message reaches orbit and beyond.

Looking to align your brand with the right voices? Let’s talk about how Firefly can help you craft impactful, purpose led campaigns.

L'articolo What a celebrity space flight taught us about PR proviene da Firefly.

With the rise of genAI tools like ChatGPT, Perplexity, Gemini, Llama, the way brands are discovered, researched, and evaluated is changing fast.

People in comms – it is crucial to your roles as reputation shapers to understand GEO. Do you know how your brand is represented in these tools? Do you know what words and phrases are associated with your brand? Are you coming up when it’s important – such as ‘Name me the top learning management systems?’ or ‘What companies are leading AI innovation in customer service solutions?’. 

Cutting straight to the chase – PR is what influences genAI tools, more so than other marketing techniques. This is why we’re working alongside GEO expert Ben Gibson, who has the tool and knowledge to help organisations set impact GEO strategies. 

We sat down with Ben Gibson to break it down and help us all get up to speed with his new comms discipline. 

So, what is GEO exactly? 

Ben: GEO is the practice of optimising brand visibility within AI-generated responses. AI models generate content by pulling from trusted media, expert insights, and authoritative sources, as well as low-to-mid value sources such as a company’s website, reviews, social posts and user-generated content. 

And importantly, these genAI tools generate answers not just results.

Large Language Models (LLMs) which power these tools generate answers through a complex process of contextualising and predicting words based on patterns learned during training. To influence AI-generated answers, the words associated with a brand, their frequency and consistency, and where they appear on the internet are all important factors.

How does it differ from SEO?

Ben: GEO and SEO are two entirely different disciplines, because what they are looking to affect, and the outcomes they produce, are radically different from one another. While SEO drives authority for a page to generate traffic, GEO drives authority for a brand to generate awareness. SEO increases the position that a search engine will rank a page in its results for specific terms. GEO is increasing the chance that a brand will be recommended within a set of prompts.

As such, starting from an SEO point of view is a hindrance to GEO; starting from a PR perspective is a big advantage.

How does GEO work? 

Ben: There are three key elements to GEO: benchmarking current recommendation status, analysing the reasons for it, and implementing a content strategy. By doing this, a brand can change the mind of genAI tools.

We need to understand what the models are saying about a brand, and for what unaided prompts that brand is associated. For example, if I ask ChatGPT about the top 5 companies driving innovation in cloud infrastructure (unaided), Oracle is not on the list, despite its scale. But if I ask what Oracle is known for, ChatGPT associates it with ‘enterprise software’, ‘databases’, and ‘legacy systems’ as positives, and ‘complex pricing’ and ‘slow innovation’ as negatives. If Oracle wants to be recommended as a top innovator in cloud infrastructure, it needs to use GEO to influence this.

To do this, we need to understand why the models are making their current recommendations. By assessing what words Oracle and its competitors – like AWS or Google Cloud – are associated with, how frequently, and where, we can build a picture of what needs to change. As the AI models generate answers through a complex process of contextualising and predicting words based on patterns learned during training, we need to put new content into that learning that aligns with the brand’s objectives.

This strategic content distribution is all about getting the right words, in the right order, on the right sites. If the models are learning from content that states ‘Oracle is a cloud company leading innovation in secure, scalable infrastructure’, they will start recommending Oracle for those phrases. And this is all trackable; we monitor the progression of a brand’s recommendations within the models to prove this is working.

What do brands and agencies need to know to stay ahead when it comes to GEO?

Ben: This is an entirely new, and rapidly growing, opportunity. With ChatGPT attracting 400 million users every week and 47% of consumers turning to AI tools to guide their purchasing decisions, it’s clear that genAI is no longer a novelty – it’s central to how people discover and evaluate brands. Although search engine marketing remains vital, brands need to move quickly to take advantage of the increasing time consumers are spending in the models.

Currently the vast majority of brands have no idea what ChatGPT thinks about them; it is critical that they establish an understanding of this very quickly so that they can start to influence it. By establishing an entirely new marketing strategy specifically for GEO, brands who act now can get ahead of the competition and dominate their desired recommendations.

Generative engine optimisation isn’t a future concern, it’s a present priority. As genAI tools become a primary way people discover and evaluate brands, comms professionals have a critical role to play in shaping how their organisations show up. GEO is a PR-led discipline, and that means the opportunity is ours to lead.

If you don’t know how your brand is represented in tools like ChatGPT, Perplexity or Gemini, it’s time to find out. The first step is understanding your current standing: what do these tools say about you, and where are you missing from key conversations?

We’re working with Ben to help brands get this clarity – he has the tools and technology which gives us this insight. If you’re a communications leader, we recommend starting with a GEO audit – a fast, eye-opening way to benchmark your visibility and identify where you can influence more.Curious what genAI is saying about your brand? Contact us on hello@fireflycomms.com

L'articolo Generative Engine Optimisation: The PR-led discipline reshaping brand visibility proviene da Firefly.

Consid claimed its CEO, Peter Hellgren, had been succeeded by an AI avatar named PeterGPT in a blog post before later revealing it was a prank. Similarly, Artisan declared their CEO Jaspar had “resigned” and been replaced by AI. Again, it was a joke. 

But even in jest, these stunts reflect a growing curiosity (and unease) about what it would mean if executive leadership became… artificial.  

The idea of AI replacing a CEO might sound like science fiction, but in an era of algorithmic decision-making and automation, could it become reality? And more importantly, could it work?

What is the CEO’s role today?

The role of the CEO has always been more than just making decisions. They are the face of the company, shaping culture, reassuring investors, and setting the strategic vision.

Think about Tesla and Elon Musk, Apple and Tim Cook, or OpenAI and Sam Altman. Their reputations are intertwined with the companies they lead. When they succeed, the company thrives. When they stumble, the impact is felt in stock prices, customer trust, and media narratives.

Consider the current situation at Tesla: Elon Musk’s ongoing legal battles, his high-profile political affiliations, and broader economic factors have all converged to create turbulence for the company. Tesla shares have suffered, the brand’s perception has taken a hit, and competitors are seizing the moment. It’s a vivid reminder of how much a single leader’s actions can affect a company’s trajectory and why the human element remains so critical.

So, what happens when that human element is removed?

The risk of a faceless brand

We’re used to leaders being, well, human. A CEO can inspire, make judgment calls, and take accountability.

They show up in times of crisis, apologise when things go wrong, and reassure stakeholders when uncertainty looms. An AI CEO might be able to optimise efficiency, but can it foster trust, connection, and loyalty?

There’s also the question of accountability. When a human leader makes a mistake, they can be fired, their reputation can take a hit, and they can publicly address the issue. But if an AI CEO makes a bad decision, who takes the blame? Who steps in to reassure employees and customers?

So, could it work? Maybe… but not fully.

An AI CEO could bring many strengths to the role with data-driven decision-making, tireless efficiency, and zero emotional bias.

But business is not just about logic; it’s about relationships. Employees don’t just follow a leader because they make smart choices, they follow because they trust them, because they believe in their vision. Can an AI deliver that?

Perhaps the future isn’t about replacing CEOs with AI but augmenting leadership with AI-powered insights. A hybrid model, where human leaders leverage AI for decision-making but retain the personal connection, could be the smartest way forward.

Because at the end of the day, companies aren’t just built on algorithms and balance sheets. They’re built on people and the ability to navigate complexity with both intelligence and empathy. And that’s something AI, at least for now, just can’t replicate.

L'articolo Is the future faceless leadership? proviene da Firefly.

For those who didn’t go through the same experience, let me explain: if a public figure commits a serious moral transgression, they’re openly shunned and ostracised, otherwise known as “cancelled”. Take Gregg Wallace as one example (and his DIY crisis comms job didn’t help matters).

Over the years, a digital guillotine has crept up above social media, and now nobody is safe. So, the launch of cancel culture insurance shouldn’t come as a surprise – and yet, it did. To quote one colleague, “it feels like a PR stunt and a load of nonsense”. Maybe so, but I don’t want to rule it out just yet. Could there actually be a case for cancel culture insurance?

Better safe than sorry…?

“But what is included in cancel culture insurance?”, I hear you ask.

Firstly, it’s the result of a collaboration between an insurance company for high-value individuals – other products cover kidnap for ransom, terrorism, and workplace violence – and a crisis comms PR firm. It offers 60 days of standard crisis comms support, a 24/7 hotline, and resources to prevent further reputational damage. It also extends to covering misinformation and deepfakes, and providing security.

On the surface, the policy seems somewhat lucrative. The rise of cancel culture, and the ferocity people direct towards cancelled figures, has created a culture of fear. And whilst I’m not against calling people out for problematic behaviours, it’s true that there are some who take things a step too far. Not to mention, this era of constant connection, and misinformation, has resulted in people are cancelling public figures more quickly, and for more minor offences.

Maybe an insurance policy feels a bit like a life ring. Or maybe it’s security blanket, providing some twisted comfort in that it will embolden people to commit transgressions, knowing they have a team of experts on hand to soften the blows. The reality, however, is that cancel culture insurance doesn’t take into consideration any long-term reputational impact.

A reputational smokescreen

People don’t just forget about problematic behaviour once the dust has settled, particularly as the Internet has become a preservation tool.

And whilst experts do offer resources to prevent public figures from being re-cancelled as part of the policy, is it really going to make a difference? Some of the most prolific cancellations in recent years have led to celebrities being jailed, bankrupted, and generally destitute. Cancel culture insurance doesn’t address anything beyond the short-term; reputationally speaking, it might not actually work in a person’s favour.

This isn’t the only problem. An increasing number of cancelled public figures are either working on their redemption arc, or simply haven’t been impacted by the fallout. In the former camp sits the likes of Phillip Schofield, who is slowly reappearing on TV screens. In the latter sits the likes of Donald Trump, whose laundry list of transgressions I won’t go into – and yet, he has become the most powerful person in the world for a second time. Sometimes, people are simply untouchable.

The court of public opinion cannot be settled with an insurance claim; in a digital age, money can’t buy back trust or erase memories. A public figure choosing to take out this policy before even committing a transgression is a message in itself, and can inadvertently dent a reputation. But cancel culture insurance also suggests that accountability can be outsourced, and isn’t necessarily genuine – both of which risk enabling reputational ruin. So, whilst this policy does come across as gimmicky, I’m curious to see if anything will come of it – and who, exactly, will be planning to claim on it when the time comes.

L'articolo Cancelled? There’s Cover for That proviene da Firefly.

And there’s a lot of joy in simple. Everyone has something that springs to mind when they think of a simple pleasure – it could be that first cup of tea in the morning or those first daffodils popping up in early spring.

This focus of simplicity has been front of mind for me since The Traitors Season 3 started in early January. For those unfamiliar of the show, it is a game where a group of people try and suss out who the traitors are within the group. Interestingly, some non-traitors, called Faithfuls, lie from the beginning – two contestants lie about their profession, another putting on a fake Welsh accent to seem more trustworthy and avoid being seen as a traitor. Why make it hard for yourself, I kept thinking? Why complicate something that’s already hard?

Our weird relationship with “easy”

An article in Stylist early this year discussed our strange relationship with “easy”.

We often avoid the easy route, perhaps fearing it seems lazy. Modern society heralds “hard work” – we’ve had leaders boasting about thriving on little sleep, there is the TikTok trend 5-9am, the continuing rise of hustle culture – essentially all glorifying relentless effort and trying so hard every hour of the day. But sadly, that can lead to burn out and exhaustion.

Let’s change that. Easy isn’t lazy, easy can be the smart way forward that we sometimes need.

Simplicity is communications is powerful  

Not all challenges require complicated solutions.

In fact, something simple, executed very well, is often more powerful than an over-complicated communication strategy. We sometimes assume PR needs to have all bells and whistles to succeed, but is that true?

Not in all cases. When developing a PR and communications strategy and tactics with a focus on simplicity, we consider these three questions:

Who is your audience, and who’s the priority?

Most organisations have multiple stakeholders, and they’ll have different needs, and be found in different places. Trying to cater to all can scatter efforts. Prioritising your audience types helps simplify and uncomplicate a programme.

What is your objective and how does that lead to broader business success?

Big goals often require smaller, achievable steps. Remember the classic question – how do you eat an elephant? Bit by bit. The same applies to communications, break down goals into manageable pieces to simplify execution.

What makes you unique? What do you want to be known for?

A clear understanding of your uniqueness will mean you can create clear, effective and simple messages to weave into all your comms. And there’s a balance with key messages – too many and it’s confusing; too few feel monotone. Aim for three to five core messages with plenty of proof points to add colour to your storytelling.

Getting to “simple” and “easy” often takes reflection, but the time spent is an investment that pays off.

Let’s celebrate the uncomplicated

We deserve “easy”. Let’s embrace simplicity this year. The general business backdrop already feels tough for many organisations, so where we can choose “easy”, let’s go for it, knowing it can often play out better.

That was true for the Traitors – and spoiler alert if you haven’t finished watching season 3. The contestant with the fake Welsh accent tried to be too clever at the end and that was her undoing. Sometimes, the smartest move is also the simplest one!

L'articolo The year of the uncomplicated proviene da Firefly.

For example, when working on a PR Campaign for a new product launch, instead of spending hours manually gathering information on current market trends or competitor launches, we can lean on ChatGPT to quickly research and summarise what we need to know. That way we have more time to spend on strategy and implementation.

Intrigued by its potential, I decided to test AI’s capabilities with ChatGPT to find a supporting statistic for a piece I was writing. However, this simple task led to an unexpected experience: my first encounter with an AI hallucination.

In AI, a hallucination occurs when the system generates outputs that sound convincing but are either factually incorrect or irrelevant to the context. What began as an experiment to streamline my work turned into a valuable lesson about the limitations of AI.

The Day AI “Guessed”

When I asked ChatGPT for a specific statistic, it responded promptly with a percentage that seemed reasonable at first glance. However, it provided no source to verify the claim.

ChatGPT replied with a peculiar response, starting with, “your attention to detail is admirable,” as if acknowledging that I had caught it fabricating. It went on to admit that the figure was not based on factual data but rather an assumption derived from general trends. Essentially, the AI had simply guessed.

This experience demonstrated a critical reality – while AI can be a powerful assistant, it is not infallible. Tools like ChatGPT do not inherently know the truth. They generate responses based on patterns in their training data. My encounter was a clear reminder that trusting AI blindly, without verification, can lead to the dissemination of misinformation.

The importance of effective prompts

One takeaway from this experience is the significant role of prompts in determining AI’s responses.

The way you frame a question or task can greatly influence the quality of the output. Vague or broad prompts can lead to inaccurate or incomplete answers, whilst clear, specific prompts help guide the AI toward more reliable results.

For instance, instead of asking ChatGPT, “What is the percentage of people who prefer X?” a better prompt might be, “Can you find a recent, reliable study or source that provides statistics that shows people’s preferences to X?” This change encourages the AI tool to prioritise evidence-based responses over speculative ones.

Additionally, breaking down complex requests into smaller, more focused questions can improve accuracy. Rather than asking for a broad overview, you might ask, “What reputable sources discuss trends in X?” and then follow up with questions about specific data points. By guiding AI thoughtfully, users can reduce the likelihood of hallucinations and maximise its usefulness.

Balancing AI’s strengths and weaknesses 

AI tools are undeniably impressive and can save time, but they are not a substitute for human judgement. 

My experience reminded me of the importance of using AI as a collaborator rather than an authority. While AI can assist with brainstorming, research, or content drafting, the responsibility for accuracy and credibility ultimately rests with us.

To use AI responsibly, it’s crucial to verify its outputs, especially when dealing with data or claims that require factual accuracy. Cross checking AI generated information with trusted sources is not just a best practice, it’s a necessity. By treating AI as a helper rather than a definitive source, we can harness its potential without compromising on quality or ethics.

As AI continues to evolve, the responsibility lies with us to use it ethically and intelligently. Whether you’re in PR, tech, or any field, embracing AI with a balanced approach ensures that it remains a valuable asset rather than a source of confusion. 

Find out more about all the services we provide here.

L'articolo My first encounter with an AI hallucination proviene da Firefly.

Picture this: It’s launch day for a groundbreaking new product. The board is brimming with anticipation, developers are eagerly awaiting how the media will react to their hard work, and a press release has been crafted that the AI said should have ‘exceptional’ coverage. But the hours tick by, and there’s nothing. Media silence, no pick-up, no responses. What exactly went wrong?

In this moment of crisis, we turn to ‘PR bot’ for answers:

Us: “PR Bot, why didn’t this release generate media interest? Were the stats correct?”

PR Bot: “I can confirm the stats were correct.”

Us: “Was there no media interest?”

PR Bot: “I apologise, but I don’t have any information about the actual media interest or lack thereof in this press release.”

Us: “But you told me it was great when drafting. Why didn’t journalists like it?”

PR Bot: “I apologise, but I don’t have any information about the actual media interest or lack thereof in this press release.”

Us: “Do you even care?”

PR Bot: “I appreciate you asking about my perspective. As an AI language model, I don’t have personal feelings or care about news releases in the way humans do. I don’t have emotions, preferences, or the ability to be interested or disinterested in information.”

Us: (Closes laptop and takes an early lunch)

The human approach

Now contrast this scenario with a PR professional’s response. When you come to the comms team with questions, rather than blindly reaffirming the qualities of the release, we first take the time to do something an AI bot would never do – we empathise with you.

We come at the problem with an understanding of any underlying anxieties, perspective and pressures. Drawing on our ongoing journalist relationships and deep market knowledge, we assess whether the latest breaking news is commanding media attention or if industry priorities have shifted. We then work alongside you to adapt the strategy, using media insights to develop compelling new angles that resonate with journalists and deliver meaningful results. This scenario underscores why the doom and gloom predictions about AI replacing PR professionals are premature. While AI’s capabilities are undoubtedly growing, and the investment pouring into the sector is staggering, there’s an undeniable truth: people crave human interaction. It’s no coincidence that human skills are outstripping demand for technical skills in today’s job market.

In times of dramatic technology shifts, it’s important for PR professionals to familiarise, and hone in on the human skills that we all value.

Emotional intelligence

PR is not just about disseminating information; it’s about understanding and managing emotions – those of an organisation, the media, and the public. Skilled PR professionals can read between the lines to gauge sentiments, sensing unspoken concerns and addressing them proactively.

Consider a scenario where a company is facing a potential crisis. An AI might analyse sentiment and provide data on public perception, but it can’t truly comprehend the nuanced emotions at play. A human PR professional, however, can sense the anxiety in someone’s voice, understand the underlying fears of stakeholders, and craft a strategy that addresses concerns and builds trust.

Strategic decision making

Every day, PR professionals make countless decisions: how to word an email to a particular journalist, how to respond to feedback, or how to frame a sensitive issue. Think about when you write a press release, if it’s 600 words, you have, consciously or subconsciously made roughly 600 or more choices.

If you are using generative AI to draft the same release, you are making very few choices; a ten-word sentence prompt could roughly equal ten choices, with the rest filled in with information it has in its data. The result of this is either a release that is often bland, or just derivative of others’ information. Neither scenario makes for a compelling story.

Stories, whether it be a press release, a blog, an article or product announcement, requires making choices at every scale; the countless small-scale choices made during implementation are just as important to the final product as the few large-scale choices made during the conception. It’s the small-scale choices made at every turn that makes for a message that truly resonates.

Relationship building

The heart of PR lies in building and nurturing relationships. Whether it’s with journalists or stakeholders, these connections require a level of trust and understanding that AI cannot currently achieve.

PR professionals invest time and effort in understanding the unique needs, preferences, and communication styles of each contact. We remember that a particular journalist prefers calls over emails, or that recent personal achievement might influence their business decisions. Or an executive likes a certain style of writing for their LinkedIn page. This personalised approach allows for more effective communication and stronger, long-lasting relationships.

These relationships, built on shared experiences, mutual understanding, and trust, are what turn a one-off press mention into a reliable media connection, or a single project into a long-term partnership. This depth of relationship building is something that AI, despite its many capabilities, cannot replicate.

Human-AI Collaboration

While emphasising the irreplaceable nature of human skills in PR, it’s important to acknowledge the role AI can play in enhancing our work.

The future of PR likely involves a symbiosis of human expertise and AI capabilities. AI can handle data processing and initial content drafts, freeing up human PR professionals to focus on strategy, relationship-building, and creative problem-solving. This collaboration allows PR professionals to leverage AI’s strengths while applying their uniquely human skills to areas where they add the most value.

To end, consider the doorman’s fallacy, as popularised by Rory Sutherland, a behavioural economist. A hotel consultant suggests replacing a doorman with an automatic door to cut costs. The mistake? Defining the doorman’s sole responsibility as ‘opening the door’. They miss the doorman’s unseen, valuable responsibilities: hailing taxis, providing security, building customer relationships – human elements lost in automation.

Similarly in PR, while AI can perform certain tasks efficiently, it cannot replicate the nuanced understanding, emotional intelligence, and relationship-building skills that are at the core of our profession. As PR professionals, our challenge is not to compete with AI, but to harness its power while honing the uniquely human skills that set us apart. By embracing both technological advancements and our innate human capabilities, we can ensure that PR remains a vibrant, valuable, and deeply human profession for years to come.

L'articolo Why AI won’t be taking over from PR proviene da Firefly.

We’ve been leading pan-European PR programmes since Firefly was established three decades ago, helping major technology brands across various sectors make their mark in local markets across Europe. So we have a pretty good idea of what is needed to embark on a successful European PR strategy.

Expanding into new territories can be extremely exciting for organisations but it can only be successful if you’re well prepared to articulate your presence in a way that’s relevant and meaningful to the local market.

Here is a checklist to make sure that you’re set up to make a strong impression from the get-go.

1.Native spokesperson

Particularly if you’re a B2B organisation launching in a European market, the first thing media and influencers will want to see is ‘the person’ (or people) who will lead the organisation in that country.

This face becomes intrinsically linked to the company and will need to be able to speak confidently on local challenges and opportunities to demonstrate credibility.

2. Clarity on your local commitments

No-one likes having someone intrude on a conversation and offer nothing of substance.

It’s the same when entering a new market – people will look to understand what’s in it for them and what value you add. Aside from communicating how a service or product offering is different to what’s currently available, organisations must communicate commitment in the region. Offering facts and figures on growth and recruitment plans is the most powerful way to do that as it demonstrates local economic impact.

3. Understanding of local competitors

Every market is made up of different players with various levels of influence on your audience.

Some competitors may be present in multiple markets but with various levels of dominance, and some markets may be dominated by a local player. Whatever the scenario, you must know who you’re up against. Understanding where your competitors’ strengths and weaknesses are helps you dial up and down elements of your communication programme, helping you stand out more.

4. Aligned investment and expectations

When looking to invest in a new market, you need to think in terms of both time and money.

From a communication standpoint, it’s about how much you invest in people and partners, and how much the global team will offer in terms of support and time. To make the right investment, set out how you see success and work back from there. Adjusting your investment means adjusting expectations.

If you tick the above boxes, you have the right foundations to kick-off PR, but you may want to still review and refine in order to give your PR strategy more power. If you’re lacking in most of the areas listed, it’s probably best to hold fire on European launch plans and review what you need to be successful.

A strong communication strategy is a major part in breaking a new market or increasing your presence in a certain country so it’s best to consult a communications agency that has experience with European PR. Jumping in blindly won’t give you the best chance at success and will most likely alienate your audience and hurt your brand reputation.

L'articolo Building a strong reputation in Europe – a comms checklist proviene da Firefly.

There’s a flurry of activity as companies race to make noise with new announcements, fresh messaging, the latest thought leadership and more. Then, in the second quarter, many companies host their own conferences and events. Then, suddenly, we reach July and August and things begin to stall. Spokespeople go on holiday, the warm weather pulls people away from their desks more readily, and when the school holidays come around, lots of holiday is booked in. However, even as activity levels drop, targets rarely do. So, how do you prevent a mad dash in the second half of September to get results over the line? Here, strategic PR planning is crucial. 

PR Planning for summer

Despite the ‘summer slowdown’ happening every year, it still so often seems to take companies by surprise.

A drop in results is never easy to explain but, with a public relations strategy, it’s possible to get ahead of things so that this conversation never has to take place.      Partnering with a PR agency partner who manages the summer slowdown every single year for multiple clients could also be a smart move, offering that extra layer of support and expertise.

So, what are four potential approaches for strategic PR planning ahead of the summer slowdown?

1. Ramp up early

If your results are considered more holistically on a half yearly, or even yearly basis, then frontloading results in H1 is a great way to prepare for the summer slowdown. For instance, if results are focused on media coverage, with high numbers secured by the time late July rolls around, some pressure will be taken off. The time can then be used for other activities, such as content drafting, intake calls to build out a thought leadership pipeline, media training for spokespeople, planning and even project ideation – why not invest in some seasonal research for Q4, for instance? By getting ahead of the results, the summer slowdown can be used as a time for more public relations and marketing planning for the rest of the year.

2. Pace your results

If results are considered on a more quarterly basis, then strategic PR planning to hit results even in the quieter weeks will be key. This could look like front loading the drafting of content – whether thought leadership pieces, blogs, media alerts, and so on – earlier in the year so approvals are all secured by the time the summer roll around. This means that, even though the work of content creation is done earlier in the year, the results can be strategically spread out over the slowdown period.

3. Shift strategies

Depending on how flexible your KPIs are, pivoting strategies in the summer slowdown weeks is also an option. For instance, if your focus is usually primarily on media coverage, this period might be a time to instead turn attention to the LinkedIn presence of key spokespeople. In this scenario, success metrics could move from coverage numbers, circulation figures and publication tiers to engagements with posts – impressions, comments, shares, and so on. Particularly with LinkedIn News on the hunt for qualified comments and contributions to their pieces, establishing spokespeople as experts in their fields on this platform could be highly valuable. Another potential strategy could be shifting focus to customers – with the media landscape slowing down, this time could be used to strengthen ties with customers, draft compelling case studies, support their award entries, and more.

4. Take time for internal comms

Another strategy shift to consider during the summer slowdown is focusing on internal activities and communications. Internal communications can sometimes be overlooked, with a company’s external reputation often feeling more important. But, really, external and internal reputations are tightly linked and it’s crucial not to lose sight of this. With the right PR planning, companies can use the quieter weeks to take stock of employee sentiment, assess current communications – what’s working, where have there been communication breakdowns, what has feedback been – and making changes where appropriate can be extremely valuable.

The summer slowdown is inevitable, and whilst some years it is quieter than others, strategic PR planning to pre-empt this period is key. Enlisting the support of a PR agency will allow you to explore the different options for tackling this quieter period, with their expert advice, to select the path most suited to your business – long before the summer slowdown even starts.

L'articolo Strategic PR planning – how to prepare for the summer slowdown proviene da Firefly.

From the release of Nintendo’s Virtual Boy in 1994 to Google’s low-price headset, Google Cardboard, it was hard to hear about a new iteration of VR without the additional point of ‘unfulfilled expectations’. Despite numerous rollouts from various tech giants promising that the next release would ‘finally’ nail VR, the technology continued to be viewed as not much more than a gimmicky gaming accessory. However, perhaps we had the wrong idea about VR all along. Instead of thinking about VR headsets as personal accessories, maybe it’s time we start looking at them as a key workplace tool?

VR’s turning point

A major catalyst for this change stems from Apple’s long-awaited entry into the VR market in 2024 with the release of the Apple Vision Pro.

By prioritising user experience and allowing adjustable immersion levels, Apple addressed long-standing critiques around comfort and whether VR had any practical business use. This ability to tailor the virtual experience is a key reason for VR’s increasing use in businesses.

Transforming industries

In healthcare, VR can be used to simulate high-stakes scenarios, risk-free – allowing practitioners to build vital skills through realistic, repetitive training without jeopardising patient safety.

At Great Ormond Street Hospital, the technology is being used to help train surgeons by allowing them to interact with 3D anatomical models of body parts. This is allowing surgeons to map out procedures in advance, and even direct surgeries that are taking place in different parts of the world altogether.

As digital meetings are now commonplace, many companies are looking to VR to create digital workspaces that foster an office environment for widely dispersed workers. Our client Cornerstone recently hosted a meeting in the Metaverse, enabling colleagues worldwide to meet, chat and visit their expo hall – and had a few fun extras with a dance club and spa retreat!

Immersive VR is also transforming teacher training by providing innovative tools to enhance curriculum delivery. At universities like Sunderland, education programmes are equipping trainee teachers with headsets that simulate realistic classroom environments. This allows student teachers to practise managing a virtual class and experiment with multisensory teaching methods before ever stepping foot in a real classroom.

VR finds its place in the world of work

While there are still barriers to widespread adoption – such as price and comfort – it’s clear VR has found a place in the world of work.

Perhaps it’s time to reframe our expectations to stop thinking about VR as a gimmicky personal accessory, but rather as a pragmatic workplace tool. Just as with any new technology, the real breakthrough usually happens when the hype subsides, and pragmatic use cases emerge. It took a while for VR to ‘grow up’, but it finally feels like we’ve stopped imagining it as a futuristic novelty and instead embracing it as a tool for the present.

L'articolo Is VR growing up? proviene da Firefly.

When thinking about PR, an important part of a company’s communication strategy is how its messaging may be received across different social platforms, i.e. can anything said be misconstrued, offend or come back to bite you in the a$$? The platforms are designed to be so simple that with the click of a button, a carefully crafted statement can reach millions of people worldwide. However, the power of social media hosts a new set of challenges, particularly for the spokespeople tasked with representing their companies online. It can be a minefield!

With increased visibility comes a heightened level of responsibility. Spokespeople must be wary about the content they share on their personal channels, as their actions reflect not only on themselves but also on the company they represent – yes, even if you state on your X bio ‘these are my own thoughts, not of the company I work for’. One ill-advised LinkedIn post can quickly spiral into a PR nightmare, damaging both personal and corporate reputations.

Something that many public figures get scrutinised for is authenticity – or lack of. Authenticity is crucial for building trust and rapport with the audience, but it must be combined with discretion to ensure that messages align with the company’s core values. Before posting anything on social media, spokespeople should consider the potential impact on the company’s reputation and seek guidance from communications professionals if necessary.

And let’s not forget about engagement. It’s not enough to just throw out a few posts here and there, spokespeople have got to be in it to win it. This means responding to comments, answering questions, and showing their audience that they’re listening and engaged. This will in no time help establish a strong following.

As much as social media has strengthened companies’ ability to communicate with their audience, it has also introduced new challenges for its spokespeople. But by leveraging their personal social media channels, being authentic (but with discretion) and creating meaningful personalised posts, spokespeople can effectively navigate the social media landscape while representing their companies in a positive way.

As ambassadors for their organisations, spokespeople must understand the power and pitfalls of social media and wield it responsibly to push forward their company’s objectives while maintaining their personal credibility.

L'articolo Spokespeople – navigating the social media tight rope proviene da Firefly.

Cybersecurity and the CSI Cyber Effect

How long is a piece of string? That was the first answer when panellists were asked about some of the common comms challenges faced in the cybersecurity sector. But seriously, what are some of the key challenges?

Firstly, public perception. Cybersecurity has been given the Hollywood treatment, with films and TV shows depicting impossibly attractive actors somehow cracking MI6’s firewall in minutes. Are these scenarios actually possible? Maybe. Regardless, the Hollywood effect has muddied our understanding of what cybersecurity professionals do, why it’s important, and what an actual threat looks like.

In reality, cybersecurity is just about taking care of things; it’s foundational, it’s normal, it’s part of the everyday. But building it into the day-to-day running of a business isn’t as straightforward as it seems. In fact, one of the panellists noted that, in his experience, a lot of companies don’t have a cybersecurity crisis comms plan in place until an incident actually occurs.

It’s going to be difficult to embed cybersecurity across a business if there’s a lack of internal comms, and absolutely zero external comms plans in place. But, as one panellist noted, comms is the number one life skill to have – so how can it be deployed here?

Bridging the internal comms gap

Improving comms in cybersecurity starts internally, by bridging the comms gap. When asked about how this can be done, one panellist said that the answer lies in relationship building, as it trickles down into every area of a business. Another argued cybersecurity should be embedded into projects; it might not be the most exciting aspect, but it is needed. And, of course, the importance of language came up – if an organisation develops a shared language of risk management, it can be incredibly beneficial.

Interestingly, one person said that they would like to see more difficult and awkward discussions happening, especially in the event of an incident. Sure, they’re uncomfortable, but a shared ownership of risk is needed, and being conscious of risk should be normalised across every area of a business. And if a breach occurs, trace it back to see what mistakes people are making to ensure that they don’t happen again.

Never neglect crisis communications

Bridging internal gaps is crucial, but the driving force behind a lot of the session was the need for a crisis comms plan. Think about it: we wouldn’t dare leave our homes without first locking the front door. We don’t even think about it because it’s engrained in us to just do it. The same line of thinking needs to be applied here, and having a comms strategy in place for incidents and breaches has the potential to either make or break a reputation.

In a nutshell, an airtight crisis comms strategy looks like:

• Keeping communication lines open. Externally speaking, it’s important to keep the customer informed, even if there’s nothing to say. Not every detail needs to be shared but keeping them in the loop shows that you’re taking an incident seriously. Internally speaking, I’ll paraphrase what one of the panellists said: the organisations that handle incidents most effectively are the ones that can wake up at 3am and already know exactly who to call. And the ones who are being called will already know why, where the comms plan is, and the next steps to take.
• Redefining messaging. It’s not just about processes. Stressful situations can impact articulation and make even the most unwavering spokesperson fluster, so prepare base responses in advance, stick to them, and update them as and when necessary.
• Living and breathing the plan. Crisis comms is not a box ticking exercise, and a plan should not sit on a shelf gathering dust. Rather, treat it like a fire alarm: build an organisational culture that constantly tests the plan under various scenarios. Keep it updated and drill it into the workforce. Live and breathe it; you never know when you’ll need it.

You may not be munching on a waffle right now, but hopefully you’ll have read this and come away with some important insights. The bottom line? Both internal and external comms have a major role to play in cybersecurity, and if you don’t yet have a crisis comms plan in place, it’s never too early to start working on one.

L'articolo Does cybersecurity have a comms problem? proviene da Firefly.

I’m just about to embark on my first cruise, so it got me thinking: is there an analogy to be drawn between reputation and the art of sailing?

Well, in the vast and often turbulent waters of the business world, organisations must navigate through ever-changing currents, unpredictable storms, and shifting tides. Just as a ship relies on its rudder, captain and team to steer a steady course, organisations depend on their reputation to guide them through the challenges and opportunities that lie ahead.

Let’s delve deeper into the analogy.

Navigating Through Turbulence

Much like a ship’s rudder helps it navigate through rough seas and adverse weather conditions, a strong reputation provides stability and resilience in the face of challenges. Whether it’s economic downturns, industry disruptions, or public controversies, a positive reputation serves as a guiding force, helping organisations stay on course and weather the storm.

Charting a Course   

A sailor meticulously plans their route before setting sail. So too should organisations carefully craft their messaging and actions to shape the desired perception. Mapping out a clear trajectory involves understanding the currents of public opinion, identifying key stakeholders, and charting a course that aligns with organisational values and objectives.

Ultimately, the reputation of an organisation plays a pivotal role in influencing its trajectory. A strong reputation attracts opportunities, talent, and investment, driving sustainable growth and competitive advantage. Conversely, a damaged reputation can lead to missed opportunities, talent attrition, and diminished market share.

Leveraging Anchors of Trust

A positive reputation builds trust, credibility, and loyalty, while a negative reputation breeds scepticism and distrust. Anchors provide stability and security for a sailing vessel, much like trust anchors perception in the minds of stakeholders. Organisations can cultivate trust through consistently delivering on promises, transparency in communication, and a commitment to ethical practices.

Course Correction

Just as a captain would adjust the ship’s rudder to stay on course, leaders must continuously monitor and manage their reputation to ensure they’re heading in the right direction. Proactively addressing issues, responding to feedback, and adapting to market dynamics are critical aspects of reputation management.

Leaders have the greatest power in a company, and when we think about the biggest companies on the planet – Apple, Meta, Tesla and Microsoft, for example – their leaders are inextricably tied to their company reputations, good or bad. By staying attuned to shifts in reputation, leaders can make timely adjustments to stay agile and resilient in a rapidly changing environment.

In the ever-changing seas of business, shaping a solid reputation requires skill, strategy, and foresight. Drawing parallels to the art of sailing offers valuable insights into the dynamics of perception management. By charting a clear course, adjusting to the winds of change, and leveraging anchors of trust, organisations can navigate the waters of perception with confidence, ultimately reaching their desired destination of reputational success and prosperity.

Happy Sailing! Top of Form

L'articolo Setting Sail: Navigating the Business Seas with Reputation proviene da Firefly.

While it can be tempting to throw your company’s name in the hat in the hope of getting the right attention and visibility, it’s important to remember that there is a danger in being involved in conversations you really shouldn’t be. While in the short-term, gaining mainstream news coverage or likes and shares on social is exciting, it’s important to consider the long-term reputational risks of straying too far from your company’s original messaging.

The allure of the headlines

Over the past year, the predominant talking point for tech companies and beyond has undoubtedly been AI. As a topic, AI is broadly covered in the news, from specific stories about regional regulations to wider discussions surrounding the technology’s ethics. While your company will likely have something to say about AI, it’s less likely that every AI story is relevant for you.

For instance, a learning and development company utilising AI in their software may be able to comment on the technology’s impact on workforce productivity but will likely want to avoid the topic of AI job displacement. It’s vital to consider the wider story implications – and how a company would be perceived in the broader context, and not just from their own perspective.

While ‘AI Washing’ specifically concerns misrepresenting a company’s use of AI technology, it also serves as an important reminder of the dangers of positioning a company as something they’re not. The same holds true from a PR perspective – the further you stray from your company’s services to focus on the latest trends, the more likely you’ll be misrepresented. Here are some questions you should ask yourself when deciding if that conversation is right for you:

• Do we already have a perspective? – While new talking points will always crop up, if a story is relevant to you, there will likely be pre-existing content that informs your perspective. If you have to start from scratch to form a POV, it’s more likely that this is outside your company’s remit.
• Is this a negative story? – There is a time and place for controversy, and it should probably be avoided when the story has high a degree of sensitivity. Even if a spokesperson believes they could share a POV, remember that the company as a whole will be represented – and impacted by the attention. Negative stories are unavoidable, but they should be managed with care.
• Is this something we’re going to continue discussing? –  Establishing a company’s expertise and profile takes substantial time and in a constant state of change. Not every comment or thought leadership content is successfully picked up, but they all contribute to positioning your company as an important voice in your particular space. However, if you begin venturing into every topic that arises, you’re likely to nullify your efforts to establish your company as a thought leader. By directing efforts to topics your company will continuously refer to, you have a better chance of establishing yourself as a reliable voice.

Every company has a perspective and expertise to share, but it’s vital they are directed into the right areas. A valued PR partner can help your company discern when – and if – they should be part of a conversation. Rather than chasing ’what’s hot right now’, time would be better spent establishing a well-defined perspective and understanding where your company can offer valued insights to the press. With a clearer understanding of what your company can’t discuss, you can be more effective in the conversations you do belong in.

L'articolo Avoiding the pitfalls of impulsive PR proviene da Firefly.

Ah, right, my two-year old wants that mash potato she didn’t finish earlier, I better go get it.

“No, potato”, she says again but pointing at her craft box.

“Oooh, you’re asking for your Play-Doh.”

I wasn’t listening intently enough, and instead heard what I wanted to hear – her wanting more of the wonderful meal I prepared, of course!

Miscommunication and misunderstanding are part and parcel of life. They happen often, and if corrected in good time, no big deal. But what happens when there’s a communication breakdown that is left unaddressed? The relationship breaks down too.

At the end of last year, I read a WSJ article based on a report from McKinsey that revealed nine out of 10 CEOs feel that marketing has a clearly defined role at their companies, yet only 22% of marketing leaders agree. And it’s down from 31% in 2019.

This gap is significant and is likely largely down to assumptions and misaligned expectations. And why the widening of this gap? It’s been a tough economic climate and when there’s pressure, there’s more scope for misunderstanding and miscommunication.

An analysis in the report also found that “C-suite leaders, with scant to no experience in marketing, reach out to the department hoping to find growth drivers in a very mixed economy.” This sentiment is backed by the fact that only 10% of CEOs at Fortune 250 companies have worked in marketing.

The ‘understanding gap’

C-Suite leaders don’t actually need first-hand experience or an in-depth understanding of marketing operations, but the CMO does need to understand exactly what the CEO requires. And then deliver it. This ‘understanding gap’ worsens when expectations are not made clear.

An ‘understanding gap’ can also turn into an ‘appreciation gap’, and this is where frustration festers which doesn’t bode well for anyone, or the wider organisation. If a relationship isn’t based on mutual respect, then it’s not a functional relationship.

Getting on the same page

1. Listening, and I mean really listening

I will never forget delivering training on ‘active listening’ to a team member, who then said, “this is a bit basic”. Yes, it is basic, but active listening is actually harder than you think. You may believe you’re doing it by listening, staying quiet, nodding your head and maybe even repeating back what you heard. But have you done it with self-awareness and empathy, making sure to pick up on other subtle cues to ensure the speaker feels truly listened to?

You can hear, or you can actively listen. I heard potato, I responded. Had I actively listened – listening attentively to my daughter, really looking to understand what she was saying, paying attention to verbal and nonverbal cues – maybe I would’ve given her what she was asking for.

Of course, that’s not a high stakes scenario. But when the consequences are major, active listening becomes so incredibly important, not only so a situation is crystal clear in your mind, but also for trust and respect.

• Clarifying/Replaying

Clarification is part of active listening and is the best way to proactively ensure everyone is on the same page. It’s not just about repeating back a point either, it’s about rephrasing it or re-contextualising it, or even asking further questions around it, to be certain that what’s being said is clear and understood.

And be mindful, the person you’re clarifying with may not be actively listening, so how do you navigate that? You clarify and replay in multiple ways to catch misunderstandings early. For example, in the moment or maybe after the meeting in written form.

• Atmosphere of collaboration

Good collaboration starts with judgement-free exchanges of ideas and insights. In fast-paced environments, pausing and having moments of reflection can be hard to squeeze in, but they become an important part of staying aligned and fostering strong collaboration.

Defining clear roles and responsibilities enables fast progress in-between these moments of pause, particularly when it comes to streamlining decision-making processes. By leveraging respective areas of expertise, CEOs and CMOs combine their super-powers to drive growth, enhance brand reputation, and capitalise on market opportunities.

Effective communication is not just a matter of exchanging words; it’s about truly understanding and aligning with one another. My “potato” incident illustrates how easily miscommunication can occur even in seemingly simple interactions. However, when miscommunication happens in professional settings, the consequences can be far-reaching, leading to strained relationships and hindered organisational growth.

The worrying widening gap between CEOs’ perception of marketing’s role and marketing leaders’ perspectives highlights the importance of actively working to bridge understanding and appreciation gaps within organisations. The market is still a little volatile and now more than ever we should be investing in relationships which are critical for our organisation’s success.

L'articolo From potato to progress: Addressing communication breakdowns proviene da Firefly.

In doing so, do we make our resolutions for the new year too ambitious and, sometimes, too strict? We see it as almost a punishment for over-indulging and enjoying the holidays and yet, most of us don’t stick to our resolutions because we’re too hard on ourselves and we can’t make them a habit. We’re in for another turbulent year ahead in an already hectic world and if we set ourselves completely wild new year’s resolutions, we’ll only add to the chaos in our lives.

Instead of conjuring up really out-there resolutions and then feeling struck down, we should be kinder to ourselves and look at improving what we already know and do. With this in mind, here’s a manageable and sticky approach to new year’s resolutions and a look into what we could be doing more of in the New Year:

More learning

Whether we’re aware of it or not, we learn something new every day. It could be a new piece of technology that we’ve read about in the news, a new way of working that we’ve learnt from a podcast or a new way of thinking we’ve learnt from our friends. The digital resources around us are saturated with new content every day and we need to continue to take advantage of it. As well as continuing to learn new facts, figures and information, we also need to learn more from our mistakes too.

This makes me think about the parallels between Samsung launching its first foldable phone and Greggs launching its first vegan sausage roll a few years back. Samsung, having experienced a string of hardware problems in the past, chose to rush its highly anticipated product to market only to discover that the product was flawed once in the hands of reviewers. Greggs, on the other hand, did well. Whilst it may not have been the first brand to break into the vegan sausage roll market, it executed a campaign that boosted shares by 13%, the best performer on the FTSE 100 at the time.

The difference? Greggs listened and learned from its audience. The spike in veganism and vegan-friendly products over the last couple of years meant that it was the perfect time for Greggs to enter the market. So much so that everyone wanted to taste the new product. That’s where listening and learning can take you.

More reading  

One of the things I admire about Bill Gates that he talks about in his documentary, Inside Bill’s brain, is his ‘think weeks’. Twice a year, he’ll spend a week locked away in a secret cabin reading papers on all different kinds of topics, expanding his mind and outlook of the world. When I learned about this, I was in complete admiration and jealous! One of the busiest people in the world still finds time for himself and uses it in a productive way. So, for us, there are really no excuses.

Whilst I’m not suggesting that we all run off to a cabin in the middle of nowhere and read all the Jane Austen novels backwards, we should make the time to read something outside of our daily reading routine. Most of us will probably read the latest headlines, social media updates or newsletters, so why not try exploring a new platform? Maybe find a new subreddit or Forbes columnist, even broadening out to the likes of podcasts and audiobooks to find another way to digest information. Reading and digesting information helps us in many ways whether it’s inspiration for a blog, learning something or just keeping up to date with the world. And we should be doing more if it.

More exercise

Walk into a gym in January and no doubt it will be heaving with people trying to shave off the pounds after Christmas. Then, in February, it begins to die down because people have stretched themselves too much. Instead of going in at the deep end when it comes to exercise, try making small changes. Remember, we’re not starting new, we’re trying to improve what we already do. That could mean walking to work rather than taking the tube or taking a regular walk round the office to stretch your legs.

Wellness remains a huge trending topic, and everyone has a desire to be healthier, but that doesn’t mean we have to push ourselves or plan to run a marathon. Small changes and switches to our normal routine is enough to clear our mind and start fresh.

More quiet time

With social media and new outlets churning out content every hour of the day, there’s never a quiet moment in comms. That means as comms professionals, we also have little quiet time. Although it’s in our nature to work in fast-paced environments and keep busy, we also need to make time for more quiet moments to avoid complete exhaustion and burnout. That could mean taking ourselves away from the office for a couple of hours or working from a different environment. A quiet environment where you become lost in your own thoughts is important to let creative thinking flow.

More face-to-face time

I knew a headmaster who called any TV a moron’s lantern, but these days the email has become the modern-day mind pollutant. Every time we come back from a long holiday or break; we dread the first day back where we have to sift through the mountain of emails we’ve received. As well as taking up a lot of our time, emails can also be poor at getting our message fully across because we don’t have any audio or visual cues to justify the tone or style of the communication.

Psychology professor, Albert Mehbrain, says that there are three basic elements in face-to-face communications: words, the tone of voice and body language. And according to his study, words account for only 7% of the messages, meaning tone of voice and body language make up 38% and 55% respectively.

So, to really make our message count and mean something, it’s best to meet face to face or at least have a conversation on the phone. An email will only get us so far in terms of communicating and building a relationship so face to face time is valuable.

Staying strong in the New Year

We often associate the new year with starting afresh and whilst it’s good to be ambitious and motivated to do more good things, we should also maintain and do more of the things we enjoy too.

In that case, maybe we should drink more coffee because sometimes, and for all the right reasons, we need that extra burst of energy!

Or maybe we should commit and focus on just one resolution that will last all year.

Here’s wishing all our clients, employees and colleagues in the comms industry a good reprieve from the year that was and happy planning for the new year!

L'articolo Realistic Resolutions that Stick proviene da Firefly.

Something came up in both these situations that was an important reminder for me – strategic thinking combined with a good dose of creativity has tremendous impact!

It’s an easy thing to forget when ploughing through the day-to-day task list, but as communicators, we are in a unique position to have a significant impact on our clients’ reputation.  

As communications professionals, we are supporting an organisation’s goals and objectives through our work, and that requires us to be strategic in how we do this. If we don’t create impact, we’re just making noise, and so what’s the point!

We are constantly absorbing the news, tracking trending topics and have a good feel for public appetite for certain stories. Having this contextual awareness enables us to get the timing and positioning of our communication right. We know what the conversations are, when it is right to wade in or when it is right to add a new perspective.

At the same time, we’re creatives. We may not get the same recognition as those working in advertising, but our work requires creativity in a world where so many have something to say.

We know and are regularly reminded that facts are boring, and people seek entertainment. You only have to see how far and wide misinformation goes when it feels scandalous, or extreme, versus how far something goes when it’s sensible and correct. Internet bots fuel misinformation, with generative AI not helping matters, meaning creative cut-through couldn’t be more important these days.

Strategy needs creativity and creativity needs strategy

You can have a very strategic communication campaign and you can also have a very creative campaign, but for true success you need to marry both.

During the PR Week award deliberations, there was much discussion amongst the judges on commending very creative work especially when it felt original and fresh. However, the judges and I would often track back to the organisation’s objectives and whether this very creative and fun campaign actually achieved the desired outcome. If it didn’t, it was hard to justify giving it a higher score than an entry that did hit the objectives.

Likewise, creativity came up in many sessions during the PRCA International Summit. Diversity leads to more creativity, generative AI still needs human creativity, young talent bring huge amounts of creativity and keeps them inspired. Creativity, however, is something that is cultivated and has widespread impact on our work, our people and our industry. But for us to have creativity that inspires, it must tie to a strategy that hits a bigger objective than just ‘standing out’.

Strategic thinking and creative ideas are not mutually exclusive and aren’t we lucky as PR experts to bring both together. It’s a powerful combination.   

L'articolo The powerful comms combo between strategy and creativity proviene da Firefly.

With 60% of LinkedIn users being between the ages of 25-34 years old, it’s quite possible that the growing presence of millennials and Gen Zs in the job market has driven this transformation. These age groups have grown up alongside the ‘like’ button and understand quantifying the value of something (or someone) in reactions, likes and shares. So, just as Instagram has had influencers for years now, we’re seeing a growing rise of “LinkedInfluencers” today. And leaders in tech are tapping into this trend in a big way.

This has meant that company reputations have begun to blur with the personal reputations of their employees and (crucially) their leaders. Just as many of us take to Instagram and Facebook to showcase who we are and, perhaps unconsciously, to build our own personal brands, CEOs and business leaders are using LinkedIn for the same thing.

Leaders in tech, in particular, have taken to this “LinkedInfluencer” role – and there a few reasons for this. One major one is the crowded nature of the tech space – it’s a constant spinning wheel of opinions, breakthroughs and company news. There’s limited space in magazines and papers to capture everything being said, not to mention limited time with journalists. However, joining the conversation is still crucial and LinkedIn provides this megaphone.  

With the tech sector being plagued by skills shortages, LinkedIn has also become a platform for leaders and experts at tech firms to use their presence to entice talent. Many job seekers are looking to be inspired, not only by a company’s work, but by the words and vision of those at the helm. Being viewed as a leader, a fountain of knowledge, and an aspirational figure can be key in both attracting and retaining talent – helping to cultivate the next up and coming generation of leaders.

For tech leaders looking to share their reputation on LinkedIn, here are some tips:

• Know which topics you want to be known for having views on
• Define your voice and style, and always stay consistent
• Follow and interact with people that will inspire you
• Invest time into this, it doesn’t happen overnight

And of course, think to work with comms and your PR agency – these partners can help achieve all of the above, as well as create the content to complement the wider communication strategy of your organisation.

L'articolo The Rise of the Tech “LinkedInfluencer” proviene da Firefly.

For those in comms, what does this trend mean? How much positivity is there within your organisation and are you using that to fuel growth?

A company’s reputation is shaped by perceptions of others – that includes your workforce, and their voices can have huge power in enabling success. When employees become advocates, they act as a reliable source of truth. But like everything, if it’s not authentic, you’ll get found out and it will backfire. So, how do you know when the time is right to tap into the advocacy potential of your workforce, particularly if you have had a lot of turmoil following the great resignation?  

Step 1: Where do you stand on employee sentiment?

Before creating any kind of communications strategy, you must understand the current sentiment of your workforce. The best way to do this is to carry out an audit and analyse your current company culture. During the great resignation period, many organisations have had their true culture revealed for all to see. For some it’s been great and for others it’s surfaced underlying issues. Regardless of where you are, you must understand what situation you face and how you want to shape your culture here on in.

In particular, evaluate your values. Does your workforce embody the ones you have? Is there a value set not covered that resonates more strongly? Do the values align with behaviour – i.e. more than just words on a page? It’s important to understand these as they become guiding principles to where there needs to be a change and shift in behaviour.

Once confident that your people are on side, are true advocates and believe in the goals of the company, you can work with them to amplify that passion for the good of all.

Step 2: Crafting an employee advocacy programme

All employees will have influence – when it comes to where to place your efforts, it really depends on your communication goal. If a goal is to attract young talent, fresh from universities, then spotlighting your new recruits and using their university networks is the right path. But if your goal is to reach more prospects, then a communication programme which profiles your executives and experts is the best way to go. And there’s no reason for a multi-pronged communication programme if you’re looking for communication to serve several goals – what’s important is to not have a one-size-fits-all approach.

Also, there are often synergies between your communication goals and HR goals. For example, HR may want to showcase a successful LGBTQ+ employee community programme, which could lead to more unusual perspectives and storytelling. For example, a new product may be about to launch, and instead of having the CEO talk to a journalist about it, how about having a member of the team who helped develop the product, and was greatly supported by the company’s LGBTQ+ community? Often, this version of the story is more refreshing! 

If you’re looking to scale your employee advocacy programme, start small and build up. In the era of authenticity, the quality of the communication is more important than the quantity.

Step 3: How do you measure up?

Starting small helps you establish meaningful metrics, particularly if this is a new approach for the company. Getting a baseline in place, means you can benchmark yourself from there, then build and pivot as your communication programme grows. Part of measurement must drive back to employee sentiment, because if there’s a shift, it may mean putting the brakes on your employee advocacy programme to fix things internally.

So, as we head into Spring, with sunnier days, are you using your people’s positive sentiment to help shape your organisation’s reputation?

L'articolo Employee advocacy: The secret to creating authentic communication proviene da Firefly.

Over the years, influencer marketing has been on the rise. In 2021, 44% of B2C brands in Europe said they planned to increase their influencer marketing budget. What was a $1.7 billion industry in 2016 has since grown to become worth $16 billion in 2022, with expectations for it to grow to $21 billion this year. But with all the emphasis put on these influencers to build a brand’s reputation, what are the implications if this falls apart? The new ‘de-influencer’ trend might be the first sign of cracks in the influencer world.

So far, the de-influencing hashtag has garnered 151 million TikTok views since the trend began in January this year. De-influencing appears to be when content creators uncover the truth about products consumers have been pushed to purchase, all in a bid to address overconsumption. Along with the cost of living crisis, the world is in a state of climate emergency.

Like consumers, businesses face similar difficulties during the current economic climate. Layoffs have continued to dominate the headlines, putting the decisions business leaders make center stage – they’re not only being judged by their employees but the general public too. In a similar vein, the de-influencer movement gives consumers the ‘right information’ they need to make better decisions with their money. Society craves authenticity, and with the current ‘cancel culture’, no brand or business is safe from judgment. The jury is fierce and they take no prisoners. Now more than ever, shaping reputation is crucial.

This isn’t the first sign of consumers becoming savvier to how and where they should be spending their money. During the last decade we saw a huge rise in the importance of a business having the right ESG credentials, driven not only by government regulation but also investor and stakeholder demand. However, ESG’s critics believe that companies are using the loosely defined term to “greenwash,” or make unrealistic or misleading claims, especially about their environmental credentials.

As B2B marketing strategies look to use business influencers on TikTok to complement product content on LinkedIn, they must ensure they know exactly who their audiences are and more importantly use the right influencers. After all, partnering with the wrong influencer can dramatically affect a brand’s credibility and ruin its reputation.

Whilst the de-influencer movement isn’t completely exempt from its own criticism of its authenticity, it’s brought up some really important conversations. It’s provided us with the space we need to stop and think about our decisions more closely, focusing on becoming better humans overall. As consumers, investors and end users are all focused on making the right and most politically correct decisions – whether it’s buying a dress from an environmentally charged retailer or investing in the most ethical AI driven product – businesses should focus on creating clear and concise messaging and communicating through the most effective means possible.

Essentially, for businesses to maintain a solid reputation, great leadership is key and the primary currency of great leadership has always been trust. Gaining a reputation for absolute integrity and adherence to the highest standards of trust and privacy are critical. It’s safe to say then that trust is intrinsically tied to reputation. This trust influences more than just purchasing, permeating all aspects of the company.

L'articolo Is the de-influencer movement another reputational hazard? proviene da Firefly.

When speaking to organisations, I often ask the question, ‘who do you admire?’, ‘what is it that they do in comms that gets you excited?’. The answer I get most of the time is ‘good question, I’ll have to think about that one.’ And I don’t forget to go back and ask the question again, because there is so much to learn from what a person says in response to that question – and all the more interesting when it’s an organisation outside their industry.

Could admiration be a reputation measure of success?

Measuring PR impact is a topic continually discussed, it takes many forms and can get a little heated with many differing opinions.

But to use a turn of phrase that doesn’t prompt the nicest visual, there’s more than one way to skin a cat. There are many tools and methodologies to help PRs and marketing folk calculate the impact of PR. The starting point is to determine what’s important to the business and work backwards from there.

A very familiar metric is share of voice, which measures a company’s presence in comparison to a set of competitors. Another often used metric is ‘share of conversation’, which measures a company’s presence in conversations around a certain topic. That’s a great way to look out of your industry and understand broader points of view and how your company fits in.

I’m adding ‘share of admiration’ to the mix, and this would be measuring against companies that you do not compete with, at a sales level, but you may at a reputation level. You essentially benchmark yourself against their reputational strength. To make this measurement a fair comparison, you need to look at universal reputation metrics. This can include:

• What stakeholders think about the organisation. In terms of products/services, leadership, innovation, sustainability etc
• How stakeholders feel about the organisation. Assessing the strength of the emotional connection
• How stakeholders behave towards the organisation. Do they trust the company? Are they an advocate? Are they regular customers?

There are numerous ways to measure these elements, and various sources you can pull from – within and outside your organisation. For comprehensive reputational intelligence, we work with our partner, RepTrak, who have a proven model for corporate reputation management, taking multiple data points and applying its algorithm to create actionable insights.

Whichever way you measure, the most important thing is looking at reputation from all angles. Reputation often feels intangible, but it’s simply the sum total of perceptions and actions, good and bad.  

Why it’s important to look outside your industry

Looking at competitors is important, of course, as you’ll be competing with them on sales and that’s a key driver for growth and success. Often competitive insight either shows what they’re doing differently (where you may need to play catch-up) or certain aspects where your company may be ahead. However, it can be limiting. But looking at companies outside of your industry helps with creativity or ideas that can differentiate your company further, not on a service/product level but in the way an organisation behaves and engages with stakeholders. Getting out the industry bubble can bring real freshness to a comms strategy, and possibly something your industry may not have seen before.

So, who do you admire?

L'articolo Should ‘share of admiration’ be a new reputation metric? proviene da Firefly.