Why are the UK Government’s communications so cr*p?
- Rakhee Verma
- Jul 15
- 6 min read
Updated: Aug 11
Since Labour’s win last year, I’ve had numerous messages from friends and colleagues asking me this question about the Government.
There aren’t many people who would disagree that the Government’s communications feel disjointed, unclear and, well, not on brand. I say this not only as someone who advises organisations on how to communicate better, but as a citizen and voter who sees the confusion and frustration reflected in news coverage and everyday conversations.
So what’s going wrong? After closely following Labour’s first year in office, here are some thoughts from my perspective as a public engagement adviser. Sir Keir, you get this advice for free.
1. Outdated playbooks for a new audience
Much of Whitehall still seems to follow the communications playbook of the 90s: stay on message, repeat a tight script, avoid spontaneity. Even Alastair Campbell would say it was an appropriate (and wildly successful) strategy for Labour at the time, but audiences today are savvier — and frankly, exhausted by spin.
People are much more willing to trust realness, not rehearsed lines or dodged questions. It’s frustrating for both journalists and the public and it’s exacerbating the public’s trust issues.
Segmentation of the public needs to broaden from traditional groupings and demographics to include newer insights, such as recent segmentation by the polling organisation More in Common, which recently published its The Seven Segments of England data. The old left / right divides are diminishing and therefore our communications approaches need to adapt.
2. Finding an authentic voice
Authenticity isn’t optional anymore — it’s the currency of modern communication.
Leaders like Jacinda Ardern or Volodymyr Zelenskyy have mastered the art of connection on the world stage, whether that connection is with other world leaders, or with the public both in and outside their countries.
What they have in common is approachability and charm, even in a crisis — coupled with a steeliness that not only reassures, but inspires.
In recent days, news emerged that after Starmer’s disabled brother passed away, he personally went — as Prime Minister — to clean his brother’s home and organise his affairs. These humanising moments of vulnerability, compassion and real life set some politicians apart. Vulnerability can be a communication superpower. Not to be overused or used cynically, but these moments remind the public that our Prime Minister is human and compassionate.
The Cabinet’s two most authentic communicators are Angela Rayner and Ed Miliband (remember Milifandom?). Those who naturally connect with the public are often best placed to build relationships and trust. Create opportunities for them to engage more widely, beyond the boundaries of their current portfolios.
That’s not to say others don’t communicate well. The Prime Minister is spoiled for choice with Cabinet members, Wes Streeting, Darren Jones, Yvette Cooper and Heidi Alexander.
David Lammy’s rhetorical flair is evident in all of his communications. My suggestion for any organisation would be to develop a PR strategy for the best communicators above and beyond the daily media rounds. Yes, that means, more speeches, more press conferences, more public engagement and a radical, but not forced, embrace of new technologies.
3. Articulating a positive and clear vision
Communication reflects the robustness of an organisation’s leadership. If you have a unifying vision, ideology and clear direction of travel, it shows.
People need to feel their lives are going to get better. Instead, communication appears reactive, confusing, negative and contradictory.
A constant stream of U-turns on badly thought through policies and announcements damages credibility and trust.
This Government took office with a message of “it’s going to be tough,” and that was the truth. Honesty matters, but so does a sense of progress and, crucially, hope. Remember the feedback sandwich from management training? A little positivity with the truth always lands better.
4. Timing is everything
Government announcements often feel like they’ve been made in a vacuum — or worse, in a panic. Communications don’t appear to have been stress-tested across platforms, audiences, or even internally. Policy announcements should feel like part of a coherent overall strategy, not random.
The winter fuel allowance — a politically sensitive (some might say toxic) subject — needed far more planning and thought around the message itself, the timing of its announcement, and how consensus would be built.
Polling suggests many voters support some form of means testing — a case that could have been carefully built before launching a policy guaranteed to provoke backlash and give cynical opponents ammunition.
5. Don’t forget who put you there
In politics, you build and grow your coalition as follows:
Party members — they vote you in as leader and then should be your ambassadors in the country.
The electorate that voted for you (or voted tactically) — think of them as customers. If you want them to buy again, you deliver what you promised.
Those who did not vote for you and those who are completely disengaged also need your attention — it feels like this audience is being disproportionately targeted by the Government at the moment, and it is the audience who will give you the least return for your investment.
Each group matters. And they all need different things from you: consistency, reassurance, relevance, and above all — connection.
Ignoring one group because you assume they’ll vote for you anyway is complacent and naive. In a febrile political environment, you need to keep the base happy while reaching out to new audiences.
6. Reframing the national conversation
As political debate in the West shifts further towards the right and towards misinformation (on both sides of the political spectrum), there’s a growing need to make the case for moderate and truthful solutions — where most people in the UK still place themselves.
This is a long-term, strategic task. Simply copying the tactics or language of political opponents for a quick polling win rarely works.
Poorly judged shifts in tone — like Keir Starmer’s sudden emphasis on the word “progressive” following a widely criticised immigration speech (which some compared to Enoch Powell) — don’t easily win back alienated core supporters. It feels like back-tracking without offering a fuller explanation.
We also need communication that builds the case for difficult, but important truths that are negatively impacting the country’s prosperity; like the net positive economic and social impact of immigration, or the damage Brexit has done to our economy, workforce, and global standing.
Disarming culture wars requires the objective presentation of evidence and the moral courage to deliver the truth. This is not the same as giving bad news. It is a reframing; pushing back against misinformation and spin, and in this case, the increasing influence of the far right.
What needs to happen now
The good news? None of this is beyond repair. But it does require leadership that sees communications not as window dressing, but as a strategic lever for building trust.
Here’s where to start:
Regroup and clarify your vision
Define the direction of travel and explain how tough choices now build a better future.
Develop a communication grid
Co-ordinate messaging across departments, audiences and timelines for maximum impact.
Put your best communicators front and centre
Match spokespeople to topics and audiences. Prioritise authenticity and adopt new formats and platforms. (Top tip: don't overlook the young people in your organisation! They are better communicators via technology than most of us.)
Plan before you publish
Stress-test messages internally and externally. Anticipate backlash and be prepared. Have a crisis communications plan.
Listen more
Create real feedback loops — not just polling — to ensure the public feels heard.
Play the long game
Focus on building trust over time with consistent, clear storytelling.
The Government’s communications aren’t just clunky — they’re costing trust. Fixing them means leading with clarity, authenticity and connection. Get that right, and maybe my friends will stop texting me. For now.
Looking to make your communications more effective? Get in touch with Tigris Consulting and Mediation for expert guidance on how to engage with your existing and new audiences in an impactful way. Visit Strategic Communication & Advocacy or email us here.
About the author
Rakhee Verma is a seasoned leader in sales, business development, marketing, and strategic communication, with over 15 years of leadership experience across the public, private, and not-for-profit sectors—including within PwC and the United Nations
Rakhee has cultivated and managed high-value strategic relationships with FTSE 100 and Fortune 500 companies and is frequently engaged for interim board-level assignments, where she leads transformative turnaround strategies and drives sustainable growth.
She is also a trusted business mentor and leadership coach, supporting senior executives to unlock their potential and navigate complexity with clarity and confidence.
An accredited mediator through CEDR, Rakhee brings a wealth of expertise in conflict resolution and negotiation. She has successfully coached leaders to enhance their communication, resolve challenges, and strengthen team cohesion.
Proficient in multiple languages and deeply attuned to diverse cultural contexts, Rakhee brings a truly global mindset and inclusive leadership style to every engagement.
Her culturally intelligent approach fosters authentic connection, drives strategic alignment, and delivers lasting impact across borders and sectors.
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