I have always enjoyed reading The Medianet Australian Media Landscape Report, and this year's (published in mid-March) provides more interesting and eye-opening insights for communication professionals. The research, comprised of an anonymous survey of 521 journalists, reveals a media landscape teetering on the brink of a credibility crisis.

The survey statistics are sobering. Sixty-three per cent of journalists report declining trust in media organisations, while 75% identify disinformation as the primary threat to public interest journalism.

In a way, the results aren't surprising, as many people (on both sides of the political divide) scream bias and 'fake news' when it comes to MSM. However, it's interesting to see that journalists are also recognising the change in trust levels.

One survey respondent commented: "Mainstream media is consistently spreading misinformation, and the public now have trust issues with all media. Social media has killed off responsible news gathering, fact-checking and advertising streams."

Another doubled down, arguing that "Journalism has become a war between right or left-leaning organisations, with no clear, impartial reporting being undertaken."

Yet another commented: "Legacy media has been infected by political bias, 'progressive' agendas, unethical practices and bad reporting. We're at a breaking point of polarisation where media isn't committing to its role of being objective and it's instead pushing people to political extremes."

This presents a challenge and opportunity for PR professionals and their clients. Our role has evolved from mere message distributors to also becoming credibility architects.

The fundamental question that should concern all PRs is: Without trust in public journalism, where is the value in achieving news coverage for clients?

According to the research, journalists get their stories through multiple channels, with 88% relying on industry contacts and 83% using press releases. This means every communication is a potential trust-building or trust-destroying moment.

However, the strategic imperative is clearer than ever. We (public relations professionals) need to prioritise factual accuracy over sensationalism, develop nuanced, context-rich narratives, provide verifiable background facts, challenge internal communication biases, and create content that transcends political polarisation wherever possible.

I can't stress enough that trust in public journalism is critical for successful public (media) relations.

The survey reveals a multi-platform journalism landscape: 65% of respondents work in digital journalism, 50% in print, 20% in radio, 16% in TV, and 12% in podcasting. This diversity demands a sophisticated, adaptable communication approach.

Social media platforms are particularly volatile. Facebook remains the most used professional platform, while X saw a dramatic usage drop from 58% in 2023 to 48% in 2024.

Over half of total survey respondents (55%) say they either deleted their X account (15%) or are using it less than they used to (40%).
Anyone can see how the combination of predominantly conservative fervour, trolling and aggression,  and removal of fact-checkers might result in a mass exodus. For PR professionals, this means one less reliable channel to target journalists or the public and disseminate critical information, further constraining already limited media engagement opportunities.

Despite a strong launch, Threads and Blue Sky don't seem to enjoy the same following Twitter once did (before it became X). Although, I am willing to be corrected if others think differently.

As a side note, I have noticed that LinkedIn is increasingly seen as an accurate and reliable news platform and is actively courting journalists to share on it. It is building a reputation of trust and reliability. Bravo!

Press release strategies require particular attention. According to the survey, the top reasons journalists ignore releases are lack of news value, irrelevance, and unknown sources. Every communication must be meticulously targeted, demonstrably newsworthy, and from a credible, transparent source.

The media landscape is changing. It's being dramatically reshaped by technological disruption, political polarisation, and shifting audience expectations. PR professionals who understand these dynamics can become crucial bridges between organisations getting their message out, and an increasingly sceptical public.

As the media landscape becomes one of fragmented narratives and diminishing trust, genuine, transparent communication is critical. Our most powerful tool remains authenticity.
​
Sign up for my soon-to-be-launched (no date yet) newsletter at https://www.hamanncommunication.com/contact.html
Photo by cottonbro studio: https://www.pexels.com/photo/a-hand-correcting-some-words-on-the-document-7596

This article first appeared on LinkedIn on 27 March, 2025

The latest 2025 Australian Media Landscape report reveals a critical snapshot of journalism at a pivotal moment. Based on a survey of 521 journalists, the research highlights the challenges and transformations facing journalists and, by extension, PR consultants.
The findings portray growing apprehension among journalists, who are grappling with intricate challenges, including the spread of misinformation, the potential impact of artificial intelligence, and increasing political polarisation.

When asked to share their views on how they believe 'journalism' and 'the media' will be defined in the year ahead, their thoughts broadly reflect what the rest of us believe, I think.

Political divisions have become a significant concern, with the influence of polarising figures like Trump (and Musk) and the role of social media in amplifying divisive narratives emerging as critical issues. One striking quote captures the sentiment perfectly: "[trust has] decreased. For goodness sakes, the media is why we got Trump."

Journalists recognise the urgent need to "adapt to remain relevant, " but I am unsure whether media owners do, either. In this "Age of Oligarchs," I can't see much changing.

Social media continues to be a double-edged sword. The surveyed journalists recognised it as a major force in news dissemination while also expressing significant concern about misinformation and audience fragmentation.

As one respondent said: "Accuracy – even the slightest mistakes or ambiguities in reporting will be used to demonise the media as 'fake news'."

The report (unsurprisingly) also confirmed technological disruption emerges as a predicted central theme for the next 12 months, with journalists split between excitement and caution about artificial intelligence. While some see AI as a tool for enhanced productivity, others worry about maintaining the human essence of storytelling.

For organisations seeking to get their message out there or PRs implementing client comms strategies, the media's insights also provide a good barometer for the next 12 months.

Despite less political focus on DEI lately, communication strategies must continue to demonstrate cultural awareness, sensitivity, and a commitment to balanced, constructive dialogue.

This doesn't mean taking political sides, but it does mean understanding the broader societal conversations.

The report's emphasis on accuracy is a critical warning. When missteps in accuracy can be weaponised as 'fake news' and destroy all credibility for your or your client's organisation, businesses must ensure rigorous fact-checking, source verification, and clear, transparent communication. This is especially true given that these checks and balances are no longer on platforms like Meta and X.
Building robust internal communication review processes and investing in specialised communication expertise will help a great deal. For goodness sake, don't get AI to create a media release and send it unchecked. You can't beat specialised human comms expertise (internal, external agency or even fractional expertise if you don't have the budget for a full-time role.)

Ultimately, the 2025 media landscape means we need to be more vigilant about the accuracy and humanity of corporate communications, PR and media relations.

The winners will be organisations that combine technological savvy with genuine human insight and tell authentic stories that resonate across increasingly fragmented media ecosystems.
​
Article first appeared on LinkedIn on 1 April

Image credit: Pexels Madison Inouye

I have always enjoyed reading The Medianet Australian Media Landscape Report, and this year's (published in mid-March) provides more interesting and eye-opening insights for communication professionals. The research, comprised of an anonymous survey of 521 journalists, reveals a media landscape teetering on the brink of a credibility crisis.

The survey statistics are sobering. Sixty-three per cent of journalists report declining trust in media organisations, while 75% identify disinformation as the primary threat to public interest journalism.

In a way, the results aren't surprising, as many people (on both sides of the political divide) scream bias and 'fake news' when it comes to MSM. However, it's interesting to see that journalists are also recognising the change in trust levels.

One survey respondent commented: "Mainstream media is consistently spreading misinformation, and the public now have trust issues with all media. Social media has killed off responsible news gathering, fact-checking and advertising streams."

Another doubled down, arguing that "Journalism has become a war between right or left-leaning organisations, with no clear, impartial reporting being undertaken."

Yet another commented: "Legacy media has been infected by political bias, 'progressive' agendas, unethical practices and bad reporting. We're at a breaking point of polarisation where media isn't committing to its role of being objective and it's instead pushing people to political extremes."

This presents a challenge and opportunity for PR professionals and their clients. Our role has evolved from mere message distributors to also becoming credibility architects.

The fundamental question that should concern all PRs is: Without trust in public journalism, where is the value in achieving news coverage for clients?

According to the research, journalists get their stories through multiple channels, with 88% relying on industry contacts and 83% using press releases. This means every communication is a potential trust-building or trust-destroying moment.

However, the strategic imperative is clearer than ever. We (public relations professionals) need to prioritise factual accuracy over sensationalism, develop nuanced, context-rich narratives, provide verifiable background facts, challenge internal communication biases, and create content that transcends political polarisation wherever possible.

I can't stress enough that trust in public journalism is critical for successful public (media) relations.

The survey reveals a multi-platform journalism landscape: 65% of respondents work in digital journalism, 50% in print, 20% in radio, 16% in TV, and 12% in podcasting. This diversity demands a sophisticated, adaptable communication approach.

Social media platforms are particularly volatile. Facebook remains the most used professional platform, while X saw a dramatic usage drop from 58% in 2023 to 48% in 2024.

Anyone can see how the combination of predominantly conservative fervour, trolling and aggression,  and removal of fact-checkers might result in a mass exodus. For PR professionals, this means one less reliable channel to target journalists or the public and disseminate critical information, further constraining already limited media engagement opportunities.

Despite a strong launch, Threads doesn't seem to enjoy the same following Twitter once did (before it became X). Although, I am willing to be corrected if others think differently.

As a side note, I have noticed that LinkedIn is increasingly seen as an accurate and reliable news platform and is actively courting journalists to share on it. It is building a reputation of trust and reliability. Bravo!

Press release strategies require particular attention. According to the survey, the top reasons journalists ignore releases are lack of news value, irrelevance, and unknown sources. Every communication must be meticulously targeted, demonstrably newsworthy, and from a credible, transparent source.

The media landscape is changing. It's being dramatically reshaped by technological disruption, political polarisation, and shifting audience expectations. PR professionals who understand these dynamics can become crucial bridges between organisations getting their message out, and an increasingly sceptical public.
​
As the media landscape becomes one of fragmented narratives and diminishing trust, genuine, transparent communication is critical. Our most powerful tool remains authenticity.

This article first appeared on LinkedIn. 

Sign up for my soon-to-be-launched (no date yet) newsletter at https://www.hamanncommunication.com/contact.html
Photo by cottonbro studio: https://www.pexels.com/photo/a-hand-correcting-some-words-on-the-document-7596913/

While communications consultancies and PR agencies have been staples for businesses needing specialised expertise for a long time, the fractional Chief Communications Officer (CCO) model is a new, innovative, and significant evolution in how strategic communications leadership can be integrated into an organisation.

Fractional CCO vs Traditional PR Retainer: Understanding the Fundamental Difference

The traditional PR or communications retainer has been the standard model for decades. Your organisation pays a monthly fee to an agency or consultant who delivers a pre-determined set of services such as "X number "of press releases, media relations, content creation, and social media management, often with hours tracked and additional costs for services beyond the agreed scope.
A fractional CCO arrangement fundamentally disrupts this transactional model. Rather than purchasing services, you're investing in leadership. The distinction is important.

A Traditional PR/Comms Retainer usually focuses on executing predefined tasks and campaigns. They are focused on providing the communications services you need. The agency Account team generally reports to your in-house marketing or communications lead (such as the Head of Corporate Affairs). Agencies deliver against a service-level agreement with specified outputs and operate primarily as external service providers. Agencies measure success by completed campaign metrics and deliverables and require your team to provide strategic direction and priorities.

By contrast, a Fractional CCO provides executive-level strategic guidance and leadership. They focus on the business objectives that strategic communications can help you achieve.  They generally report to the CEO and work alongside other C-suite executives. A fractional CCO crafts and owns the communications strategy rather than just executing it, and they operate as a part-time member of your leadership team (even if they might be an external resource). Success is measured by business outcomes and strategic objectives achieved. A fractional CCO brings independent strategic direction and aligns communications with business goals. They may also oversee your internal comms or corporate affairs team, manage your PR and other external agencies, or engage other consultants to provide specialist expertise to meet your business objectives.

Embedded in Your Leadership Team

A traditional communications consultancy typically operates at arm's length from your organisation. They provide advice, develop specific deliverables, and implement tactical solutions, all valuable services, but generally from an external perspective.

By contrast, a fractional CCO functions as a genuine member of your executive team. They attend leadership meetings, participate in strategic business discussions (wider than communications topics), and develop deep insight into your organisation's challenges and opportunities. This depth of integration enables them to align communications strategies with business objectives, that traditional external consultancy arrangements can't.

PR agencies excel at tactical execution, such as writing press releases, managing social media, or organising events. These are essential services, but they often focus on implementing pre-determined strategies rather than helping to create them.
A fractional CCO brings strategic thinking to your communications function. They help define how and what to communicate, integrating that into your wider business objectives. They identify strategic opportunities, anticipate communication challenges, and build frameworks that support sustainable growth.

This strategic capability means your organisation benefits from executive-level communications thinking without the full-time executive price tag.

Which Option Is the Right Fit for Your Organisation?

Not every organisation needs a fractional CCO. For companies with straightforward communications needs or those primarily focused on tactical execution, a traditional communications/PR consultancy may be the perfect solution.

However, if your organisation faces complex communications challenges, operates in a rapidly changing environment, or needs to align communications with ambitious business goals, a fractional CCO might be the competitive advantage you need, especially where you don't have the budget for a full-time resource. A fractional CCO is also useful as long service (or other extensive) leave, or long term illness cover.

The fractional model offers flexibility without sacrificing strategic impact, bringing executive-level communications leadership within reach for organisations that might not otherwise have someone in that role.

If you want to talk further about your organisation's requirements, email me at [email protected] or sign up for my soon to come newsletter at https://www.hamanncommunication.com/contact.html

First Published on LinkedIn
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Photo by Christina @ wocintechchat.com on Unsplash

This weekend past, I went to the memorial of the late Rochelle Porteous, whose string of accomplishments is too long to include here, but her LinkedIn profile describes her as an “Advocacy, Communications and Policy specialist with extensive experience in Advocacy Campaign Design and Implementation.” She was also twice mayor of Inner West Council (Sydney).  I was struck by just how many people from all walks of life talked about her strong advocacy, and perhaps every speaker, without fail, used the phrase "She pushed me to be better." She was admired by speakers from all sides of politics, and numerous marginalised groups, as well as advocates for multiple causes.  What a remarkable legacy she left.
Looking at world events over the last few years I wonder how have we come to live in a world where showing kindness has now become a controversial act? When did extending a helping hand to those in need become something to debate rather than a basic expression of our humanity? Perhaps you don't agree, and I would love to hear your view.
Recent changes to DEI in the USA are nothing short of shocking. Disabled people will need to fight harder for basic accessibility, LGBTQ+ people need to amp up defending their right to exist authentically, and indeed for the TQI+ among them to be recognised at all. Refugees fleeing war and persecution face walls of hostility.
To those supporting deportation of migrants/refugees, please tell me if you would feel the same way if it was you trying to flee war or famine or seek a better life for your children and family? Why do you find these people scary? What do you fear you will lose by allowing them to stay?
I grew up as the daughter of a German migrant. He was born in 1940. I was always very aware of all the horrors of WWII, as well as my father's experiences growing up in post-war Berlin, and his experiences of the Berlin Blockade and the Wall going up. I was also exposed to ignorance and racism in the school playground, and I knew how it felt to be ostracised for being of German heritage, which at that time, that was not acceptable. I realise being of German ancestry is an unusual/ironic vantage point for my early understanding of racism, but it was instrumental in shaping my views about compassion, and feeling determined that the atrocities of the past should never ever be repeated.
So I am utterly flummoxed that the world is losing its compassion again. At least I think it is.
Recent political discourse has devolved into a theatre of cruelty. Leaders who mock, belittle, and bully are not only tolerated but seem to be celebrated in some circles. Of course I understand media and tech oligarchs are shaping the global narrative to suit their agendas, but I wonder about the reduced capacity for critical thinking from those buying into the narrative.
We watch as democratic institutions erode, as hate speech becomes normalised, as policies targeting the vulnerable are enacted – and each day brings a fresh outrage that somehow becomes yesterday's forgotten news, as we focus on today's political shockwaves.
How many organisations abandoned their DEI policies without a backwards glance recently? If you are one part of one of those organisations, please explain it to me, because I really want to understand your justification.
One of the most perplexing things to me is the rise of "Christian Conservatism" while betraying the very foundations of Christian teaching. I am not religious but know enough to recognise what I perceive to be hypocrisy. I know others have written it recently, but just to reinforce some key points, Jesus was a refugee. He was a radical who stood with society's outcasts, who preached unconditional love, who challenged the powerful and wealthy. He fed the hungry without checking their papers, healed the sick without asking for payment, and commanded his followers to love their neighbours as themselves. How is it even possible to twist those sensible and compassionate lessons into racism, misogyny, or the persecution of the vulnerable?
We stand at a crossroads. Will we continue to normalise the unconscionable, or will we reclaim our capacity for empathy, our responsibility to care for one another, our fundamental human duty to help those in need? We need to recognise that showing compassion is not weakness. It is the ultimate expression of strength.
To paraphrase/summarise one of the speakers at Rochelle’s memorial (Jamie Parker from memory), it takes courage to stand against the tide of hatred, to defend those who are different from us, to fight for justice when injustice seems to be winning. We must call out bullying when we see it, whether in our schools, our workplaces, or our highest offices.
This is not about politics or even about left and right – it is about our shared humanity. It is about who we are and who we choose to be. The measure of any society lies in how it treats its most vulnerable members. By that metric, we are failing.

​ here to edit.

Not every business needs (or can afford) a full-time senior communications leader—but that doesn't mean you don't need strategic comms expertise. A Fractional Communications Officer (FCO) comes in.
A fractional comms officer (FCO) is a highly experienced professional who works with your business on a part-time, contract, or project basis, providing C-suite level communications strategy without the full-time salary commitment.
They can assist your business with all your communication needs. 
✅ Need help with crisis comms or reputation management?
✅ Want sharper executive messaging or speechwriting?
✅ Do you need an internal communication or change communication strategy?
✅ Do you need to prepare regular newsletters, blogs, white papers or investor information resources?
✅ Does your senior leadership team need LinkedIn posts or thought leadership articles but doesn't have the time to write them?
✅ Do you need regular case studies?
✅ Maybe you require interim support for your PR team or agency?
A fractional approach gives you senior expertise, flexibility, and results—without the overhead.
​Have you worked with a fractional comms leader before? If you would like to explore the possibility, message me, or email me at [email protected]

​Photo by Ivan Samkov: https://www.pexels.com/photo/person-in-black-long-sleeve-shirt-using-macbook-pro-7213549/

From Local Business Awards to National industry recognition, professional awards can be game-changers for your business. Quite apart from being shiny additions to the reception area of your office, they're also powerful tools that can elevate your brand, bring in more customers, attract top talent, and open doors to new opportunities. But crafting a submission that stands out can be challenging, especially if you aren't a writer. Let's dive into the top tips for writing award-winning entries that captivate judges and showcase your organisation's brilliance.
The first thing I will counsel is that if writing is not your thing, don't attempt it! Get a professional in who can collate all the stats and present a submission that reflects your brand and tone of voice. If you have a good writer on board and an equally organised internal stakeholder (to chase approvals and missing numbers), then there's nothing stopping you from creating award submission magic.
The Art of Data Presentation
Your achievements are impressive, but numbers alone won't win hearts. You will need to create a compelling narrative around your data. Don't just state revenue increased by 30% – paint a picture of the impact. How many jobs did it create? What innovations did it spark? How did you do it? Showcase your talent for revenue growth and transform cold statistics into warm, relatable stories that resonate with the judges.
Meeting and Beating the Award Criteria
Think of selection criteria as your roadmap. Each section presents you with an opportunity to shine. However, don't just tick boxes. Use the opportunity to demonstrate that your approach was innovative, how it met and exceeded industry best practices, or pushed boundaries. Remember, it's not just about meeting criteria – it's about exceeding expectations.
Showcasing Impact: Beyond the Bottom Line
While financial success is crucial, judges are increasingly looking for entries demonstrating a broader impact – That might be ESG figures- the disclosure of environmental, social and corporate governance data. Or it might include employment stats, being an employer of choice and inclusivity data. Perhaps you've launched an industry-first sustainable practice or implemented a groundbreaking employee wellness program. These are the stories that elevate a good entry to a killer submission.
Sometimes Less is More
One of the most common mistakes is trying to cram everything in. I have worked on submissions where the client initially wanted a submission that read like a company manifesto - it was comprehensive but without punch. The secret? Be ruthlessly selective on what makes the cut. Choose your strongest points and articulate them clearly.
The Power of a Streamlined Process
Here's a little-known secret: the quality of your submission often reflects the quality of your internal process. Establish a streamlined approval process to avoid the common pitfall of "too many cooks in the kitchen". While it's tempting to incorporate everyone's input, this often leads to bloated word counts and inconsistent styles. Trust your writing team to craft a cohesive narrative. I like to ensure I have a single point of contact internally, and that person is responsible for the approval process. That way, they can choose whose edits to incorporate according to their internal hierarchy, and I can focus on ensuring a consistent tone of voice when I insert the feedback into the copy.
When it comes to final edits, where I am near the final word count, I like to remind clients that if they plan to add something new, they must nominate something of equal length for deletion. It tends to keep everyone on track.
Be sure to proofread your submission, especially after multiple comments from stakeholders. Delete duplication, and if you don't have an editor handy, use software to help identify any errors. I am a professional writer and still use Grammarly to proofread everything.
Bringing It All Together: The Final Polish
Before you hit submit, make sure you read your entry through the eyes of a judge who knows nothing about your company. Is it clear? Compelling? Does it make you feel proud? The best submissions don't just inform – they inspire.
Remember, it's not just about what you've achieved - it's about how you tell your story. Be clear, compelling, and, most importantly, authentic. Your next industry accolade could be just a brilliantly crafted submission away.


Image credit: Photo by RDNE Stock project: https://www.pexels.com/photo/a-man-in-formal-wear-holding-a-trophy-7005753/
First published on LinkedIn - ​https://www.linkedin.com/pulse/unlocking-secrets-stellar-professional-award-submissions-m01cc/?trackingId=UJW3%2FgHnTJeD6vLqWVX0Pw%3D%3D