{"id":13770,"date":"2026-06-25T05:30:10","date_gmt":"2026-06-25T05:30:10","guid":{"rendered":"https:\/\/www.exporis.ch\/pr-tactics\/"},"modified":"2026-06-25T05:30:10","modified_gmt":"2026-06-25T05:30:10","slug":"pr-tactics","status":"publish","type":"post","link":"https:\/\/www.exporis.ch\/fr\/pr-tactics\/","title":{"rendered":"A PR Professional\u2019s Guide to Empathetic and Inclusive Communication"},"content":{"rendered":"

The chief executive records a video announcing 600 redundancies. He says the company has made an \u201cincredibly difficult decision\u201d, thanks employees for their resilience and spends the next four minutes explaining the organisation\u2019s future strategy. He does not say when people will learn whether their jobs are affected, what support they will receive or whether executive bonuses will be reduced.<\/span><\/p>\n

The language is sympathetic. The communication is not empathetic.<\/span><\/p>\n

For public relations professionals, this distinction matters. Empathy is not created by adding \u201cwe understand\u201d, \u201cwe care\u201d or \u201cpeople are at the heart of our decision\u201d to an approved statement. It is demonstrated by recognising what the audience is experiencing, providing the information it needs and refusing to obscure material consequences behind institutional language.<\/span><\/p>\n

Inclusive communication is equally easy to misunderstand. It is not a list of preferred terms added during the final copy review. It concerns who was consulted, whose experience shaped the message, whether people can access and understand it, and whether the communication gives different audiences a meaningful way to respond.<\/span><\/p>\n

These are no longer peripheral concerns. The 2026 Edelman Trust Barometer found that seven in ten people globally were hesitant or unwilling to trust someone with different values, facts, problem-solving approaches or cultural backgrounds. It also found employers better positioned than other institutions to act as trust brokers because of their proximity to people\u2019s daily lives.<\/span><\/p>\n

That creates both an opportunity and a burden for communications teams. Corporate, public-sector and political messages increasingly reach audiences that begin from different assumptions and may distrust one another. The PR professional\u2019s job is not to manufacture agreement. It is to make decisions understandable, represent people fairly and prevent careless communication from turning an operational problem into a crisis of legitimacy.<\/span><\/p>\n

Replace emotional language with evidence of consideration<\/span><\/h2>\n

The weakest empathetic statements tell audiences how the organisation feels. The strongest show what the organisation has understood.<\/span><\/p>\n

Consider a bank closing its only branch in a rural town.<\/span><\/p>\n

A conventional statement might say:<\/span><\/p>\n

\u201cFollowing a comprehensive review of changing customer preferences, we have made the difficult decision to consolidate our local services and invest further in our digital offering.\u201d<\/span><\/p>\n

The sentence is professionally polished and practically useless. It describes the bank\u2019s reasoning but not the customer\u2019s problem.<\/span><\/p>\n

A more empathetic version would say:<\/span><\/p>\n

\u201cThe High Street branch will close on 30 November. We know this will make banking more difficult for customers who rely on cash services or face-to-face support. From September, staff will offer individual appointments to help customers arrange telephone banking, use the Post Office for deposits and withdrawals, or identify the nearest accessible branch. We are also discussing a weekly in-person service with the local council.\u201d<\/span><\/p>\n

This version does not pretend the closure is good news. It names the inconvenience, identifies the people most likely to experience it and explains what the bank is doing to reduce the harm.<\/span><\/p>\n

That is the practical standard PR teams should apply: what evidence does the message contain that the organisation has considered the audience\u2019s circumstances?<\/span><\/p>\n

The answer may be a change in timing, financial support, an offline alternative, a revised consultation process or a clear account of what management has chosen not to do. Without such evidence, empathetic language risks becoming reputational decoration.<\/span><\/p>\n

Do not announce the strategy before answering the human question<\/span><\/h2>\n

Senior leaders tend to communicate from the top of the organisational pyramid. They begin with market conditions, strategic priorities and long-term positioning. The audience usually begins somewhere else.<\/span><\/p>\n

Employees hearing about a restructuring want to know whether they have a job.<\/span><\/p>\n

Residents hearing about a new infrastructure project want to know whether their road, home or business will be affected.<\/span><\/p>\n

Patients hearing about a digital booking service want to know whether they can still make an appointment by telephone.<\/span><\/p>\n

Customers hearing about a data breach want to know what information was exposed and what they must do now.<\/span><\/p>\n

PR professionals should therefore establish an audience hierarchy before drafting. Who is most directly affected? What is the first question each group will ask? Which facts must be available immediately, and which can wait for a supporting document or later briefing?<\/span><\/p>\n

This is particularly important in crisis communication. An organisation that begins with its values or track record before addressing the immediate harm appears more concerned with self-defence than the people affected.<\/span><\/p>\n

After a product contamination, for example, the first communication should identify the product, batch, risk, action required and route for assistance. A description of the company\u2019s \u201clongstanding commitment to the highest standards\u201d adds little while customers are trying to determine whether an item in their home is safe.<\/span><\/p>\n

The communications sequence should follow the audience\u2019s decision process, not the order in which management prefers to tell the story.<\/span><\/p>\n

Use plain language because pressure reduces comprehension<\/span><\/h2>\n

People do not encounter important communication under ideal conditions. They read redundancy notices while anxious, medical information while frightened and emergency guidance while distracted. Others may be reading in a second language, using assistive technology or accessing the message on a small screen.<\/span><\/p>\n

Plain language is therefore not a cosmetic preference. It is a risk-control mechanism.<\/span><\/p>\n

\u201cEmployees whose roles are in scope for the proposed organisational realignment will now enter a formal collective consultation process\u201d requires the reader to translate abstract language before understanding the consequence.<\/span><\/p>\n

\u201cWe are proposing to remove 80 roles. Employees whose jobs may be affected will be contacted today. Consultation begins on Monday and no final decisions have yet been made\u201d is clearer without being legally reckless.<\/span><\/p>\n

The PR professional should look particularly closely at nouns that conceal agency: restructuring, optimisation, transformation, incident, outcome and efficiency. These words may be accurate, but they often avoid saying who decided what.<\/span><\/p>\n

\u201cOperational changes will result in site consolidation\u201d becomes \u201cThe company will close two sites.\u201d<\/span><\/p>\n

\u201cA data-security incident occurred\u201d becomes \u201cAn attacker accessed customer records.\u201d<\/span><\/p>\n

Legal and communications teams sometimes behave as though comprehensible language increases legal exposure. In reality, ambiguity can create its own risk by producing inconsistent media coverage, employee speculation and accusations of concealment. The objective should be accuracy that a reasonable person can understand.<\/span><\/p>\n

Design for access before commissioning the creative work<\/span><\/h2>\n

Approximately one in five people in the UK has a long-term illness, impairment or disability, according to research cited by the Chartered Institute of Public Relations. The number who benefit from accessible communication is considerably larger when temporary injuries, neurodiversity, poor connectivity, noisy environments and limited digital skills are considered.<\/span><\/p>\n

Yet accessibility is still frequently treated as a technical check carried out shortly before publication. By that stage, the campaign may already depend on an inaccessible website, an image containing essential text or a video produced without space for captions and signing.<\/span><\/p>\n

An inclusive PR brief should specify accessibility requirements from the beginning. These may include:<\/span><\/p>\n

    \n
  • captions and an accurate transcript for video;<\/span><\/li>\n
  • alternative text for informative images;<\/span><\/li>\n
  • documents with a logical heading structure;<\/span><\/li>\n
  • readable contrast and typography;<\/span><\/li>\n
  • mobile-compatible pages;<\/span><\/li>\n
  • easy-read, audio or large-print versions;<\/span><\/li>\n
  • sign-language interpretation where the audience requires it;<\/span><\/li>\n
  • translations based on audience evidence rather than assumption;<\/span><\/li>\n
  • a telephone, postal or in-person alternative to a digital process.<\/span><\/li>\n<\/ul>\n

    Not every campaign needs every format. The requirement should be determined by the audience and the significance of the communication.<\/span><\/p>\n

    A local authority promoting a summer festival may reasonably concentrate on accessible digital and printed information. A national public-health campaign affecting people with sensory, cognitive and language barriers needs a much broader format and distribution strategy.<\/span><\/p>\n

    Access also concerns timing. An accessible version released several days after the standard announcement creates a two-tier information system. Where the need can be anticipated, alternative formats should be available at launch.<\/span><\/p>\n

    The UK Government Communication Service now incorporates inclusive and accessible planning into its OASIS campaign framework. That is the correct direction: inclusion belongs in objectives, audience research, strategy, implementation and evaluation, not at the bottom of a publishing checklist.<\/span><\/p>\n

    Stop using representation as visual proof of inclusion<\/span><\/h2>\n

    PR and advertising teams sometimes attempt to demonstrate inclusion by placing a visibly diverse group of people in a photograph. The campaign may look representative while the underlying message, research and decision-making remain unchanged.<\/span><\/p>\n

    The first question should not be \u201cWho appears in the creative?\u201d but \u201cWho influenced the work?\u201d<\/span><\/p>\n

    A transport operator redesigning services for disabled passengers should involve disabled passengers before the new system and campaign have been finalised. An employer producing recruitment material for older workers should test its claims against the experiences of older applicants. A public-health team trying to reach a minority community should work with credible local organisations rather than relying only on demographic targeting.<\/span><\/p>\n

    Consultation should occur early enough to change the strategy. Showing a completed campaign to an employee network shortly before launch transfers reputational responsibility without transferring influence.<\/span><\/p>\n

    PR teams should also avoid treating one colleague as a representative of an entire population. An employee may provide valuable personal insight, but they cannot validate every message concerning their sex, ethnicity, religion, disability, age or sexual orientation.<\/span><\/p>\n

    Where the organisation requires substantial advice, participation should be properly scoped and paid. Community knowledge is expertise. It should not be expected free of charge merely because it arises from lived experience.<\/span><\/p>\n

    The process should explain what contributors can influence, which decisions remain with the organisation and how their feedback was used. Inclusion does not require accepting every recommendation. It requires honest participation rather than ceremonial consultation.<\/span><\/p>\n

    Describe people as actors, not communication problems<\/span><\/h2>\n

    Certain phrases reveal how an organisation thinks about its audiences.<\/span><\/p>\n

    Communities are described as \u201chard to reach\u201d when the organisation has failed to use the channels they trust. Older people are described as \u201cdigitally resistant\u201d when a service was designed without a workable offline option. Disabled people are portrayed as \u201cinspirational\u201d simply for participating in ordinary life.<\/span><\/p>\n

    The language shifts responsibility away from the institution and towards the audience.<\/span><\/p>\n

    A more useful question is: what barrier have we created or failed to remove?<\/span><\/p>\n

    Perhaps the organisation communicates only online. Perhaps its consultation events take place during working hours. Perhaps the registration form cannot be used with a screen reader. Perhaps the campaign\u2019s imagery and messengers signal that a service is not intended for a particular group.<\/span><\/p>\n

    Language should also preserve agency. Government disability guidance recommends neutral descriptions such as \u201cuses a wheelchair\u201d rather than \u201cis confined to a wheelchair\u201d, and warns against passive language that automatically portrays disabled people as victims.<\/span><\/p>\n

    The same principle applies more broadly. Refugees, low-income households, patients and unemployed people should not appear only as objects of assistance. They make decisions, organise, work, care for others and possess knowledge relevant to the issue being communicated.<\/span><\/p>\n

    PR professionals should ask whether the message presents people as full participants or merely as a backdrop against which the organisation can display concern.<\/span><\/p>\n

    Match the spokesperson to the audience\u2019s need<\/span><\/h2>\n

    A chief executive is not automatically the most credible messenger.<\/span><\/p>\n

    During a restructuring, employees may need the chief executive to accept responsibility for the overall decision, but they may trust their line manager more on operational implications. After a technical failure, an engineer or safety specialist may provide more useful information than a corporate spokesperson. In a local public-health campaign, a community pharmacist, teacher or faith leader may reach people who distrust national institutions.<\/span><\/p>\n

    The choice should be based on three questions: does the person have the authority to speak, the competence to answer likely questions and an existing relationship with the audience?<\/span><\/p>\n

    The 2026 Edelman findings are particularly relevant here. In a more fragmented trust environment, people are increasingly influenced by sources already accepted within their own networks. This does not mean organisations should outsource factual responsibility to influencers. It means familiarity and proximity affect whether a message is heard.<\/span><\/p>\n

    Credible communication may therefore require several messengers performing different functions. The chief executive explains the decision. The technical expert explains the evidence. The local manager explains the impact. A trusted external organisation confirms where people can obtain independent support.<\/span><\/p>\n

    Every spokesperson should understand what is known, what remains uncertain and which promises the organisation is authorised to make. Empathy without factual discipline creates false reassurance. Technical accuracy without awareness of the audience can sound indifferent.<\/span><\/p>\n

    In a crisis, acknowledge the harm before defending the institution<\/span><\/h2>\n

    Organisations become most defensive when empathy is most necessary.<\/span><\/p>\n

    After an accident, cyberattack or leadership failure, the instinct is to minimise admissions, emphasise uncertainty and repeat that the matter is being taken seriously. Some caution is necessary. Investigations take time, and communicators should not invent conclusions to satisfy media pressure.<\/span><\/p>\n

    But factual uncertainty does not prevent an organisation from recognising what people are experiencing.<\/span><\/p>\n

    \u201cWe are aware of reports that some customers may have been affected\u201d is weak when the company already knows that accounts were compromised.<\/span><\/p>\n

    \u201cWe have confirmed that an attacker accessed the names, addresses and account details of approximately 40,000 customers. We have blocked the affected accounts, contacted those customers directly and opened a dedicated telephone line. We are still investigating how the attacker entered the system\u201d distinguishes established facts from unresolved questions.<\/span><\/p>\n

    A credible apology should identify the failure, accept the organisation\u2019s appropriate share of responsibility and explain the repair. It should not be written primarily to show that the organisation knows how apologies are supposed to sound.<\/span><\/p>\n

    PR professionals must also resist the demand to place corporate values at the centre of the response. Saying \u201cThis is not who we are\u201d may be emotionally attractive to leadership, but the incident is evidence of something the organisation allowed to happen. The more relevant question is what governance, incentives or behaviour made it possible.<\/span><\/p>\n

    The communicator\u2019s role is not merely to protect the institution from criticism. It is to help leadership understand which parts of that criticism are valid and what the organisation must do before its words will be believed.<\/span><\/p>\n

    Inclusive communication does not require ideological neutrality<\/span><\/h2>\n

    A common mistake is to confuse inclusion with avoiding strong positions.<\/span><\/p>\n

    A public body may need to explain why a disputed policy will proceed. A company may defend a workplace standard that some employees oppose. A campaign organisation exists precisely because it wants to persuade people to support one side of an argument.<\/span><\/p>\n

    Inclusive communication does not require every view to be given equal status. It requires opponents and affected groups to be represented accurately rather than caricatured.<\/span><\/p>\n

    PR professionals should distinguish disagreement from misinformation. A stakeholder may have a legitimate objection to cost, timing or fairness. Another may be repeating a demonstrably false claim. The first deserves engagement with the substance. The second requires correction, ideally without unnecessary humiliation.<\/span><\/p>\n

    Empathy is useful because it helps the communicator identify why a claim or grievance resonates. It does not require the organisation to validate the claim itself.<\/span><\/p>\n

    This matters particularly in public affairs, where messages often fail because they answer the argument that the institution wishes people were making. A government emphasising aggregate economic benefits may ignore a community\u2019s fear that the local cost will fall disproportionately on it. A company defending a new technology may present more technical evidence when employees are really concerned about job security and control.<\/span><\/p>\n

    Understanding the underlying concern produces a more relevant response, even when the organisation does not change its position.<\/span><\/p>\n

    Measure whether people understood and could act<\/span><\/h2>\n

    Communications teams frequently measure inclusive campaigns using reach, impressions and positive sentiment. These indicators say little about whether the intended audience could use the information.<\/span><\/p>\n

    A better evaluation framework begins with the communication objective.<\/span><\/p>\n

    For a service change, did affected people understand what was changing and when? Did they know where to obtain help? Did calls, applications or complaints reveal a recurring area of confusion?<\/span><\/p>\n

    For an employee announcement, did managers receive questions they had not been prepared to answer? Did employees in different locations receive the information at the same time? Were accessible versions used?<\/span><\/p>\n

    For a public consultation, which groups participated, which were absent and why? Did participants believe their contribution could affect the decision? Was the process available through more than one channel?<\/span><\/p>\n

    Qualitative evidence matters. Interviews, community feedback, employee questions and usability testing often reveal barriers that headline engagement data conceal.<\/span><\/p>\n

    PR teams should also track avoidable corrections, accessibility complaints, misinformation created by ambiguous wording and the time required to produce alternative formats after publication. These are indicators of process quality, not merely campaign performance.<\/span><\/p>\n

    The CIPR\u2019s research into public-sector accessibility found that inconsistent practice is rarely caused by one negligent communicator. Common barriers include limited awareness, inadequate training, funding constraints, weak guidance and the absence of senior sponsorship. Only 34 percent of organisations covered in earlier government research reported having an in-house accessibility specialist.<\/span><\/p>\n

    That evidence changes the management response. The solution is not to tell individual communicators to \u201cbe more inclusive\u201d. It is to provide standards, training, budgets, procurement requirements and clear accountability.<\/span><\/p>\n

    The most important intervention may happen before the statement is written<\/span><\/h2>\n

    Communications cannot repair every management decision.<\/span><\/p>\n

    A company cannot make an unfair redundancy process empathetic through warmer language. A government cannot make an inaccessible service inclusive by adding photographs of diverse users to the campaign. A brand cannot claim to have listened when consultation began after the decision was final.<\/span><\/p>\n

    The senior PR practitioner must therefore be willing to challenge the action as well as the wording.<\/span><\/p>\n

    That may mean telling leadership that affected employees must be informed before the media. It may mean delaying a launch until accessible formats are ready. It may mean asking why a community was not consulted or why the only available customer service is digital. It may mean advising a chief executive not to describe a serious loss as an \u201cexciting next chapter\u201d.<\/span><\/p>\n

    PRCA\u2019s 2026 work on artificial intelligence argues that strategic judgement, cultural understanding, empathy and accountability remain essential human capabilities in communications. The point extends beyond AI. The distinctive value of a senior communicator is not the ability to make every decision sound acceptable. It is the judgement to recognise when the decision and the proposed message cannot credibly coexist.<\/span><\/p>\n

    Empathetic and inclusive communication is ultimately practical. It tells people what has happened, recognises how it may affect them and gives them a fair opportunity to understand, respond and participate.<\/span><\/p>\n

    It does not require sentimental language. It requires institutional attention.<\/span><\/p>\n

    <\/p>","protected":false},"excerpt":{"rendered":"

    Exploring the evolving landscape of PR tactics, this article delves into their significance in shaping business reputations and strategies. 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