Risky Business

How companies communicate at key inflection points matters. 

But too often, brands focus far more on the wording of their press releases than the motivations of their audience.  

Finsbury Glover Hering, in partnership with The Cognition Company, applied the learnings of behavioral science to risk communications–investigating how companies should communicate for maximum impact based on the way people make decisions in the real world.     

Awareness-raising alone does not change opinion. It’s become all too clear that facts alone don’t sway opinions. 

Instead, consider what matters to your audience:

  • I know you are, but what am I? What points of view people are willing to accept, or likely to reject, is determined by the beliefs and emotions they bring to the table. Without insight into audiences’ starting point, communications effort will at best be wasted, and at worst will backfire.
  • Don’t shoot the messenger. Time and energy in communications is often spent wordsmithing what an organization says, but the messenger plays an outsized role in determining whether that message is believed – and requires as much consideration as the arguments we want to get across.
  • Are you thinking what I’m thinking? What we believe and do is heavily influenced by those around us, and what we feel others expect of us – decision-making is social, not individual. The onus is on us as communicators to make it socially rewarding to back a position or cause, not just lob information at the audience.

Dig into the findings here.