My new blog, Cut Through!, aims to define a new model for modern communications leadership. In other words, to identify the essential skills needed to deliver great communications today.
Before I dive into the detail, I want to share some early thoughts on what we might cover.
I have identified seven thematic areas that I think matter most in a world of disruption and change. In fact, the faster things change, the more important they become.
I would love to have your feedback on these themes and to know what would be most useful to you:
1. Understanding what’s changed and what hasn’t
The digital and technological breakthroughs of the last thirty years have turned communication upside down. Communicators today navigate a fragmented landscape, where attention is scarce, trust is low, and relevance is hard-won. But how did we get here?
To respond effectively we need to understand the root causes. What caused the big leaps forward in the way we consume information and what are the consequences for communicators?
Just as importantly, we need to remember what hasn’t changed - the fundamentals of human behaviour that are hard-wired into our DNA.
While our tools have changed rapidly, our brains are still wired the same way they were tens of thousands of years ago. We haven’t had a firmware update. So we shouldn’t abandon communication techniques which are rooted in how human beings think, feel and act.
The future of communications belongs to those who can adapt to what has changed, while recognising what hasn’t - and I want to explore both in Cut Through and draw out the lessons for communicators.
2. Designing new strategies for this changed world
What are the winning strategies in this new media landscape? When trust in politicians, business and the media is at historic lows, how do you cut through? I want to examine the strategies that organisations are pursuing successfully.
For example, the Government’s New Media Unit is seeking to earn trust through authentic, relevant, and hyper-local stories of delivery; brands are increasingly borrowing trust, by working with content creators who already enjoy high trust from their audiences; and Trump has created the playbook for how to position yourself as an outsider and ride a wave of distrust.
3. Not losing sight of the timeless fundamentals
There are some building blocks of great communication that are as relevant today as they have ever been - strategy, storytelling, behaviour change, evaluation.
Strategy is the foundation of effective communication. To drive real outcomes, communicators must be able to prioritise, allocate and align resources behind clear, measurable objectives. Yet too often, I see meaningless truisms masquerading as genuine strategic choices, such as “we will develop a clear and robust plan”.
By utilising behavioural science, communications can influence behaviour and drive business outcomes, not just build awareness. Yet, compared to marketeers, not many PR professionals spend time on social psychology or behavioural economics.
Good evaluation, embedded from the start, is critical for learning what works, improving over time, and demonstrating impact. And yet, I have seen more self-justification dressed up as evaluation rather than appetite for genuine learning.
4. Navigating a modern crisis
How should you communicate when the pressure is highest and the stakes matter most? We should begin with an often overlooked truth: the single biggest determinant of success in a crisis is how well prepared the organisation is beforehand. That means exploring proactive brand and reputation management, as well as how to identify risks early and judge which issues could escalate.
I’ll also look at what a great crisis plan looks like in action, drawing on real-world examples to explore the importance of grip and leadership, message discipline, and anticipating how a story will evolve.
Finally, I’d like to look at the latest techniques for building resilience to mis and disinformation, such as inoculation theory or ‘pre-bunking’.
5. Engaging employees and shaping the voice of leaders
Employees feel overloaded and seem to expect employers to have a view not only on company strategy but on global politics.
Great internal communication creates clarity, builds trust and drives performance. So why do so many internal communicators feel they’re treated as a notice board rather than a driver of organisational success? How can internal communicators complete the journey from broadcasting messages to fostering engagement and driving performance?
I’d also like to explore the evolving role of the CEO, not just as an internal leader, but as a visible public figure. CEOs are expected to be storytellers and presenters as well as strategists, and this doesn’t always come easy. Communicators need to help their principals find their voice, acting as both counsel and co-creator.
6. Leading and managing your own resilience
Leading communication functions in this complex, changing environment requires Four C’s: Clarity, Capability, Confidence, and Continuous Improvement.
Clarity means having a clear plan and ensuring everyone understands their role in delivering it. Capability is about the skills, structures and resources needed now and in the future. Confidence means creating the conditions where people feel empowered, supported and motivated to perform at their best. And Continuous Improvement is the mindset that asks not just “what worked?”, but “how can we do it better next week?” Together, these four pillars create the conditions for a high-performing communications function and I will explore each of them.
I’ll also be expanding on my recent LinkedIn series on how communications leaders can manage their own resilience and wellbeing under pressure and how you can get a seat at the top table in the first place.
7. Fostering innovation
Finally, we need a blueprint for a new AI-driven communications operating model. Traditional models have become obsolete almost overnight and leaders must respond. That doesn’t just involve “adopting AI” but reimagining the entire operating model for comms. We will look at how fostering a culture of innovation, experimentation and improvement has become a defining part of the communications leader’s role.
Drawing on my own experience developing the UK’s first cross-government GenAI tool, I want to make the case for a human-led approach to adopting new tools: one that starts with user needs, builds trust through transparency, and actively mitigates the ‘hidden risks’ that emerge when decisions are outsourced to opaque systems.
I believe the result can be a roadmap for embedding innovation as a safe and strategic collaborator.
What else?…
What would you add? Which of these seven skills feels most urgent in your world? What’s missing? Leave a comment below and I’ll prioritise the most-mentioned topics.
So, let’s get into it properly next week! I’m going to start with strategy and, more specifically, five common mistakes that add up to bad communications strategy.
Until then thanks for watching, reading or listening.
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Simon
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