Our Analysis
Going beyond belief
Companies often don’t get the recognition they deserve.
The ones that are doing things behind the scenes to improve their processes, treat people well, meet the standards we all expect. The ones that are investing in new ways and new products that will change our lives and improve our planet.
Companies must connect with the hearts as well as the minds of all their stakeholders. With customers, local communities and their own people. They must go beyond the daily diet of ads and social media chatter. They must show what they stand for, what they do, who they really are.
‘Being good’ isn’t enough. Having principles and belief doesn’t win support.
People have to know about it, understand it.
We need to help good businesses go beyond belief
So, we are going to support the firms that are quietly doing the good stuff. We will show the passion and principles, the good people and practices.
Values in action
Businesses face battles on three fronts: competing for customers, fighting for investor funds, and what HR calls the ‘war for talent’.
In each domain, the traditional focus has been to sell ‘value’: the value for money, the return on investment, the bonuses and perks.
But with choice, commodification and cutting cynicism, it’s tough transacting like that.
Evidence from across research and numerous consulting cases reveals that its communication of a company’s values in action that captures support, long term support. Customers buy the qualities the company brings to its product or service. Investors buy the beliefs the top team puts into practice. Employees follow the bosses that walk the talk, not just talk it.
So, we need to tell the story of values in action.
We don’t mean waffle on about the values of the company, the beliefs of the management, the attitudes of people across the organisation.
That’s not enough. It’s not enough to list abstract aspirations on a Powerpoint. Or in a fluffy film.
We must show the doing that demonstrates the delivery of those qualities to your customers and communities, to your staff and suppliers.
Beyond Belief is an agency focused on helping companies communicate the way they go beyond beliefs. We help you capture the support of your stakeholders by showing what you care about and how that translates into action.
The twofold challenges when selling sustainability success
We have to make people aware and we have to make people care. Both.
With 94% of investors reporting to PWC in 2024 that they suspect that sustainability reports are in part misleading or false, there is a shortage of trust. And in the absence of trust, businesses that are genuinely pushing hard with sustainability initiatives are not getting credit. And their incentive dwindles. And policymakers step back. And our long term imperatives go unanswered.
So how do we make people believe in – and value - the work companies are pushing ahead for the sake of people and the planet? First, think about credibility of the comms. The credibility of the reporting always relies on two factors: data and demonstrable adherence to strict standards.
The standards are coming/have come. The reporting rigour of finance teams has never been in question because of the age-old assurance practices – the auditors keep them honest. So, its good news that CFOs are now taking on the new demands of reporting ESG progress as new requirements are imposed from UK, EU and US authorities.
And data collection and processing are being ramped up by a range of new platforms and heavyweight professional advisors.
So, with the data and standards in place, what could be the problem with convincing stakeholders about credibility? We argue it’s an absence of awareness and appreciation of the data and the rigour of how things are being done.
The fact is most stakeholders find it all rather impenetrable: 100 page sustainability reports and a mountain of metrics don’t make our sustainability story accessible.
So, this is a communications challenge – a task in telling people clearly the full facts, and nothing more - or less - than the full facts. For this our comms must achieve data density. The metrics that matter. The sources set out. The comparisons made clear. Further examination and exploration of the evidence easily available.
But that’s not enough. We need people to care about the evidence, about the progress.
And for that we need compelling story-telling. Not dry reports that no one wants to read. For this comms must achieve emotional intensity. In a video age, we must meet expectations of quality content. That means delivering arcs of imagery and information that build belief, and go beyond belief: we must secure the support of our stakeholders by showing them the values in action in a way that makes them emotionally engaged.
We need data density AND emotional intensity.
The trick is to strike the balance. Too heavy on the data and we lose attention. Too light and we lose credibility. All story and no substantiation, and we stray into greenwashing.
Success depends on the right blend of experts, a record of experience, and regular testing exercises.
