Comms-led change in the NHS – with Neil Greaves: PR in the Real World

Comms-led change in the NHS – with Neil Greaves

Neil Greaves knows the challenges of communicating in complex, high-stakes environments. As Director of Communications and Engagement at Lancashire and South Cumbria Integrated Care Board (ICB), Neil is at the epicentre of one of the UK’s largest and most intricate healthcare systems.

Neil shares his journey into NHS comms, why community engagement must go beyond tick-box exercises, and how comms professionals can lead from the front during periods of transformational change (hint: it’s more than just making a poster). Insights from someone who fronts the titan that is healthcare comms are valuable to anyone in comms or PR. Tune in – this one’s for you.

The bottom line: audience matters

Connecting with audiences is key. This is a real focus in the ICB, as any communications strategy worth its salt should understand it’s audience. A healthy audience rapport in healthcare isn’t about increasing bottom lines through the trust you’ve built; it’s about ensuring patient voices shape the care they receive. Understanding the importance of the audience is vital, in healthcare and communications more broadly.

Don’t just target your audience – engage with them

Don’t talk at your audience whether it’s a stakeholder group or a community – it listens to them. It’s easy to get caught up in figuring out top-down strategies to best connect with audiences, but if they have grievances that aren’t being addressed, they’re not going to care about your campaign no matter how good it is. Don’t just target your audience, engage with them. If you foster a genuine rapport with your audience where dialogue goes both ways it will pay dividends no matter your sector. Make feedback part of your future strategy, in the long run, open collaboration can help avert comms crises. As Neil puts it, “some of the value in what we do is what never happens”.

Get comms a seat at the table

Communications should be embedded in decision-making, not called upon as an afterthought. Getting a seat at the table is easier said than done. The solution? Show where you add value. The impact of comms often goes unnoticed by those outside the department, being diligent about how you measure your impact means you can illustrate your impact, get a seat at the table, and incorporate comms into the wider strategy. Failing to do this could mean a lot of firefighting and less proactive messaging.

Comms leading change

Comms has to be at the centre of any initiative of reform, or transformation not just in healthcare. Charging ahead with structural changes without the right messaging can mean they fall flat – even if they’re of sound logic.

Comms isn’t one size fits all

It’s not as simple as knowing your audience – as if they’re a homogenous group. In healthcare you need an understanding not just of staff, but of nurses, porters, surgeons, physical therapists and so on. The same goes for patient groups, with messaging needs even differing by postcode. This means in order to make your messaging land you need an intimate knowledge of all these groups. Your messaging being sharp isn’t good enough – it needs to be tailored.

Navigating Misinformation 

In today’s media landscape, clarity and credibility are more important than ever. Misinformation and social media can often be a match to a powder keg – especially in areas like health where anxiety and complexity collide. Comms has to cut through this noise with sharp messaging and clear any uncertainty. This can’t be done simply by banging the drum of reason and hoping it’s heard; comms professionals have to cultivate trust with their audience. This isn’t done overnight. This is why engagement and open dialogue with your audience rather than one-way messaging is vital.