The need for leadership communications in (local) political uncertainty
The government's decision to reinstate local elections across 30 council areas lands in a year already defined by devolution, reorganisation, and shifting accountability. It has created more reputational challenge for front-line organisations.
For people that don’t work in local government, the perception is the sector is anything but fast moving. But, the reality is very different with transformation only accelerating as reforms introduce new structures, responsibilities and funding models.
One example is last week’s government seemingly quick decision to reinstate local elections across 30 council areas. Council leaders were quick to call it an "unnecessary race against time". For housing associations, health bodies, infrastructure developers, and charities delivering services alongside, it is one more complication in a year of stacked, overlapping change.
On the surface, this could be read as a local government problem. In practice, local government reorganisation, devolution, and local elections will bring a blurring of accountability that could bring reputational risk to front-line organisations. Local campaigning could bring increased scrutiny, particularly where there are organisational decisions or projects (such as housing or infrastructure delivery) that present political capital.
Own the explanation. Define the risk, then be explicit about what you can say, who in your leadership team will say it, and how you will use channels available to keep communications consistent across residents, stakeholders, Board members and call centre teams.
Align communications with experience not policy. Residents experience waiting times, rent change, planning notices and service disruption. Communications needs to connect organisational decision making to the reality that people recognise. National Audit Office research shows perceived honesty about difficulty is as important to building trust as service outcomes.
Rehearse volatility, not just incidents. The reputational pressure organisations have to manage now is the result of interrelated change rather than a single event. A crisis communications plan will not be enough and instead, organisations need strategy that allows for shifting timelines and a blurring of lines of responsibility.
When political decisions land fast and volatility feels systemic, front line organisations that stay visible, consistent and honest will sustain their reputation. In times of change, leadership communications is critical to providing the confidence needed.
