Creating Standout Messaging


Let’s take the example of a large multinational company in the energy industry. They have a lot of important information to share with their people, some relating to specific sections of the business, others more general. They’re committed to clear communications, and have a series of metrics in place that measure messaging effectiveness.



The company is sharing a lot of information. Some relates to overall performance, some to future planning. These messages are largely for information only. Other communications are about processes and procedures relating to employment, or HSE practice. They’re intended to encourage specific behaviours. The metrics are showing that while communications are reaching people, they’re not having the desired effect in terms of those behaviours.



There’s more to influencing audience behaviour than simply sending out messages. If it’s to achieve the right result, messaging has to stand out. It has to be immediately identifiable. It has to create a connection and engage attention. We use principles drawn from advertising and consumer psychology to cut through corporate clutter. We develop communications that actively encourage behavioural change. Here’s how:

  • We start by categorising those messages that most need stand out – in other words, those that ask people to behave in a specific way
  • Working with the client, we create a specific brand or identity for those messages. Sometimes it relates closely to existing branding. Sometimes it’s an entirely different approach
  • The brand incorporates visual identity and a tone of voice. It gives additional clarity to messages about challenging subjects
  • It allows extension of those messages into active campaigns. Static posters, screens or signage, for example, create an ongoing reminder of desired behaviour. Branded sections of the company intranet give people a clear path to follow. Animations, presentations, videos – essentially we create ongoing advertising rather than one-off messaging
  • We help the client incorporate the new brand into their communications strategy. With them, we consider when and how messaging should be issued. We want it to work with their programme planning and communications objectives, not against it.


The client has a separate and distinct identity for challenging communications that works with their overall communication aims. They have a toolkit and a strategy for deployment that ensures standout and encourages interaction.



In our experience, creating this employee-focused brand has a direct impact on behaviour and results. People identify with it as something that has a specific meaning for them. They pay more attention. Their awareness increases. Metrics show that they understand the vocabulary better and have a clearer idea of what’s expected of them. And that feeds into behavioural change. Fewer accidents. Stronger engagement. Improved corporate culture. Better results

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