Harnessing the Power of Local Leadership

This essay is part of our New Year's series on what to expect in 2025, and can be downloaded as one compiled PDF for you to read at your leisure via the download form. Thank you

By Cameron Scott, Partner at 5654 & Company

Earning positive reputation has never been so hard. Especially when so many businesses are working hard to build it. The competition to be noticed by government and national media is fierce. So, what else can you do? How else can you demonstrate your value and contribution, develop supporters and mobilise them as advocates?

For businesses that are thoughtful, recognise their value to the economy in which they operate and work hard to demonstrate social value too, there is definitely another way. Local leaders want to celebrate and support businesses operating in their areas who are contributing and doing the right things.

Smart businesses already recognise the value of this. Especially in the context of the growing decentralisation of power across the country. Regional mayors are an increasingly strong voice in our politics, with an influence on the Government - particularly as all but one of the 11 current combined authority mayors are from Labour. Endorsement by a regional mayor, and other local leaders, can therefore be very powerful and they can help you to get recognised at a higher level too.

We’re helping clients across the country demonstrate their economic value, the jobs they support and their future investments.

And we’re helping them go further to show their broader commitment to the communities they operate in – through their support for local charities, to finding opportunities to partner with regional mayors and local councils on their own priorities. And through this work, companies are increasingly earning the trust and support of their local stakeholders – which is then helping them to demonstrate their importance and value in national conversations.

Our own research shows there is a gap between the role the public think businesses should be playing in helping to address key challenges the country faces, and the role they believe companies actually play. For example, polling we commissioned earlier this year shows that more than 42% of people think businesses should have a role in providing opportunities and education for young people. But less than 17% of people think businesses are actually making efforts to help.

This may be because businesses can do more. It's also true that many companies do make a significant contribution – including by providing training and apprenticeship opportunities, linking into local jobs and skills initiatives and supporting careers fairs - but aren't communicating this well enough.

Starting by communicating in the places where you make this impact can be one of the fastest ways of closing the expectation gap our research identifies.

The Labour Government has made clear that it wants an expansion of devolution right across the English regions. A reorganisation of local government around large unitary councils looks to be on the cards too. This means a changed environment for local political leadership and lots of opportunity for businesses to build new relationships and win advocacy for their contribution at a local level.

So, businesses should think about the communities in which they are operating in, or where they intend to invest. What story do you have to tell about your impact there, your economic and social value and the demonstration of your commitment to the local community and environment? Is there more you can do?

And which local leaders would want to hear and celebrate your story? Do you have a relationship with your local leaders - councillors, MPs or regional mayors?

Thinking about your local relationships and contribution is an increasingly important part of any business’ public and corporate affairs strategy. As a business that is doing the right things, this will help you to win advocates and ultimately continue to grow the positive reputation you deserve.