We spend a lot of time focusing on what organisations say externally. The statement. The campaign. The positioning. But reputation is not only shaped by what is said to the outside world. It is shaped by what is said internally, and how it is said. The overlooked risk Internal communication is often treated as operational. Updates are shared, announcements are issued, change is explained. It is necessary, but it is often functional. What is less often considered is tone. No

Not every communications challenge begins as a crisis. Sometimes it begins as a campaign. A soundtrack designed to feel familiar. A tone intended to evoke positivity. A piece of creative built for recognition. And then something shifts. The recent use of Jet2’s advert audio across social platforms is a clear example of how quickly meaning can change. Originally created to reinforce brand identity, the sound became widely reused. It appeared alongside content that reframed its

It is often assumed that building reputation externally is the harder task. Winning media coverage, securing speaking opportunities, establishing credibility in the market. These are visible signals of success, that take time, consistency and expertise. But internal authority can be harder to earn. Instead of recognising that verification takes time, the assumption is often that the absence of coverage is intentional. In a polarised media environment, audiences do not just qu

They are becoming more common, and we have all seen the same comment. A clip circulates online, an independent creator posts a reaction, a story trends on TikTok or YouTube Shorts. Within minutes, someone asks: “Why isn’t the BBC reporting this?” Instead of recognising that verification takes time, the assumption is often that the absence of coverage is intentional. In a polarised media environment, audiences do not just question the facts, they question the institutions pr

Every communications team has them. The recurring slot. The themed Monday. The reaction piece. The article that goes live because the calendar says it should. Sometimes those pieces are strategic. Sometimes they are thoughtful, well-timed and rooted in genuine expertise. But sometimes, if we are honest, they exist because visibility feels safer than silence. I work in social media and content strategy, so I understand the logic. Algorithms reward frequency, leadership wants

When a crisis hits, organisations turn to communications. Draft the statement. Prepare the holding line. Anticipate the questions. Control the narrative. But by the time the first sentence is written, the real work has already been done, or not done. A crisis does not create a reputation. It tests it. The myth of the perfect statement We often behave as though trust can be constructed in the moment. As though careful wording, an empathetic tone and a clear explanation will

Every day in PR, we pitch bold ideas, manage crises, sell stories to sceptical journalists, and navigate shifting audiences. This industry rewards confidence and composure. Yet more than 80% of marketing and PR professionals say they have experienced imposter syndrome at work. Nearly two-thirds link it to stepping into a new role. That is a striking statistic in a profession built on credibility and persuasion. So what are we actually experiencing? There is a difference betwe