Hearts & Minds: How to avoid self-inflicted injuries

On the eve of a showcase investment summit, a government minister, Louise Haigh, criticises one of the overseas attendees for its track record in labour relations. They were due to be promising an additional £1bn injection into the UK. Ouch.

Her boss, Sir Keir Starmer, rebukes her. This only prompts the unions to voice their support for Haigh. Far from disappearing, the row escalates.

It will die down - diplomatic niceties will see to that and probably, Britain will still get its money. But how do you stop something like that from occurring?

Haigh made her comments in an interview timed with her department announcing new legislation aimed at protecting workers. She spoke in relation to the proposed statute, not the coming investment gathering.

This, though, only serves to highlight the first step in safeguarding against the unexpected. As CEO, you plan for it; you make sure there is not a reason for anything that is under your control, to upset the main event. 

While one team was poring over the summit prep, another was bringing forward policy that might prove problematic. This smacks of silos - and the job of the CEO and their comms advisers is to break them down.

When he was Tony Blair’s comms secretary, Alastair Campbell would keep a ‘grid’ showing all government dates, announcements, what ministers would be unveiling on any given day. It was microscopically examined for likely clashes, for anything that might, just might, provoke upset. Of course, it could not completely rule out the unforeseen - nothing can - but it helped enormously. Use a grid or similar and monitor it rigorously.

Next, communicate with your senior leadership team. In a huge, sprawling organisation like the government or a corporation, you cannot be expected to be across everything. You can, however, impress upon them the importance of a coming occasion and how nothing must be allowed to get in its way.

Do not rely upon them to think for themselves. If possible, put thoughts in their heads. That means imagining any likely eventuality and telling them.

If that makes you look obvious and pedantic, so be it. Likewise, repeat the instruction and keep repeating it – again, even if it makes you appear silly. This meeting matters, and the more they take that on board, the better. Your constant imploring may jar and stop something occurring that would cause an issue. In which case, that’s a result. 

Chris Blackhurst is one of the UK’s foremost business journalists. He was previously Editor of The Independent and City Editor of the Evening Standard.