Far from having had enough of experts, it seems that we are in thrall to the idea that deep specialist expertise is what’s needed to succeed today.

But I’m starting to wonder: is everyone right? Do we really need more deep expertise, or, in a rapidly changing world, might the ability to operate across multiple domains actually be a good thing?

Should the next generation of communicators be narrowing their scope or broadening it?

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit simonbaugh.substack.com

When I was in government, we studied the data from thousands of social media posts and found that people tended to watch for only three seconds when content featured a government minister.

So is Andy Burnham rewriting the rules of social media? Should every CEO now front their company’s digital content and spend their Fridays rating pub snacks with their Chief Financial Officer?

Well, no. Here's how to follow the data and avoid the hype around what works on social channels.

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COM-B is a behavioural change approach that helps you identify the real barriers preventing your audience from taking action.

It stands for Capability + Opportunity + Motivation = Behaviour.

This episode is about why it matters and how to use it.

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There’s a famous parable in Daoist thought. A rock sits in a river with water rushing around it. Which is stronger? The rock or the water? It’s the rock, right? It stays completely unmoved.

Well, no. At least, not in this parable.

The parable is intended to illustrate the Daoist concept of Wu Wei or “action through inaction”. Properly understood, I think it is a massively overlooked approach to achieving change while protecting your resilience.

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit simonbaugh.substack.com

These are the questions that I hear most often about AI. Listen now to hear my answers.

1. Where should I start with AI?

2. Why do so many AI adoption programmes disappoint?

3. Why is the output I’m getting still so generic?

4. What AI tool should I use?

5. What is an AI agent?

6. How do I persuade sceptical colleagues?

7. What governance really matters?

8. What is GEO and how is it different from SEO?

9. What skills will matter most in five years’ time?

10. What will AI mean for communications jobs?

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit simonbaugh.substack.com

How does the Government's emergency response committee, COBR, work? What can communications leaders learn from it? And what did I decide was the most important element of crisis response after attending countless meetings?

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One of the most superficially attractive arguments in corporate affairs is: “Don’t put your head above the parapet.” For most organisations, it is bad advice.

Keeping your head down does not only reduce attention. It also reduces the relationships, trust and visible backing you can draw on when you need them.

Those who favour this approach miss three important things about how support works.

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Who do people support and why? To answer that question we asked people to describe, in their own words, why they supported the companies they admire and what action they would be willing to take on their behalf.

The key drivers of support were straightforward. But the drivers of opposition were different. And there were some other unexpected findings too.

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit simonbaugh.substack.com

Saturday marks the 250th anniversary of the United States. There will be many essays written about Washington, Jefferson and Franklin. Communications leaders may learn more from Samuel Adams.

I’ve had an interest in Adams since I worked in Washington DC back in 1997. The only half decent beer available at the time bore his name, and every bottle carried the insignia “Brewer. Patriot”. He was both of those. He was also a dangerous, disingenuous and highly-effective propagandist. He fermented hops and fomented revolution.

He saw something that many leaders still miss today. A dispute is not won only by being right. The court of law and the court of public opinion ask different questions.

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SMART (specific, measurable, achievable, relevant and time-bound) is a poor starting point for setting communications objectives. It distracts people from asking the most important question of all: why are we communicating in the first place?

So what does a smarter way of approaching communications objectives look like? A technique borrowed from Toyota may form part of the answer.

This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit simonbaugh.substack.com