It's time to be smarter about how the message is sold. Here's a starter for ten.
1. Tell them what you will do for them - not just once a year in the A-Z but every time they come into contact. Front line staff should "know the product" (as they say in the commercial world) and be able to talk to customers about "the other things we do".
2. Tell them what you don't do. There are people out there who think that you run buses, the electricity companies, the rail network - even the weather. Disabuse them. Otherwise you will get the blame.
3. Be clear about your service standards. Keep them simple. Understate if possible and ALWAYS deliver. If you don't, deal with it. Don't ignore failure. It's not just what you do - it's how you do it.
4. Apologise when you get it wrong. Don't make people wrench the words from your clenched jaws. Do it at the start - when people expect it and when they are listening.
5. Keep your staff in the loop on everything. Don't force them to read the bad news in the local press. Trust them and build advocacy.
6. Simplify your language. There are way too many "strategies" and "portfolios" out there. Add in all that enabling, empowering, partnering, scoping and you quickly see eyes glaze. If they don't understand you, it's harder for people to trust you.
7. Deal with the negative stories early. Councils are getting maligned over the misuse of extra surveillance powers. If you don't do it, don't take the blame for what others do. If you do, explain why.
8. Sell the benefits of your services. Describe what you do in terms of the difference you make to people's lives.
9. Involve people. Listen to what they say, look for better ideas, tell them what you will do as a result of what they have said.
10. Do an annual report. Every year show people what you gave them for their cash, what went well, what could have gone better and what you will do to fix the things that matter to them.
...food for thought anyway.
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