In government communications, there is no such thing as a quiet day. No matter how well prepared an administration might be, once you enter the doors of Number 10, there is very little you can do to control the beast. For Labour’s comms team, every morning will feel like waking up to a new fire. A leak here, a misstep there, a policy backlash brewing online, a new leadership challenge from Manchester… the pace is relentless.

Government comms teams operate in a constant state of firefighting, but within that pressure cooker is a valuable lesson for comms professionals. In chaos lies the potential to do more than just manage the headlines – it’s an opportunity to shape the narrative, and the public’s long-term perception. That only works, though, if you can cut through the noise and sustain the narrative.

1. React fast, and demonstrate action
The golden rule of any crisis remains - deal with it before the media does. Once a story breaks, it takes on a life of its own. However, speed must be paired with strategy. The best comms teams don’t just put out fires, they use them to demonstrate action and change, and crucially to reemphasise their values. A scandal can be a moment to show accountability; a policy backlash can be a chance to clarify intent and reinforce principles. But if you make a promise, deliver on it – a broken word does more damage than a scandal.

2. Quick wins matter, but not at the expense of authenticity
In a media environment that thrives on momentum, quick wins are essential. A strong broadcast appearance, a good soundbite, or an announcement that cuts through are the oxygen that keeps a strong government or business message alive, but they must be authentic. The public are savvy, and they can spot spin from sincerity. The best wins are those that remind people of your principles, and demonstrate competence.

3. Build a narrative, not just a news cycle
It is very easy in government, and in business, to live day-to-day, crisis-to-crisis, but the most effective comms operations are those that build a longer-term story.  What are the underpinning values? What have you achieved so far? How can you reconnect with the public? Every media moment should ladder up to that bigger picture, otherwise even good news gets lost in the noise.

4. Internal discipline is fundamental to external strength
No comms strategy can survive without internal alignment. Colleagues leaking or freelancing, or unclear briefing lines all erode the message. Comms professionals must not just be messengers, but enforcers of message discipline.

5. Learn fast but adapt faster
Every crisis is a case study. When you can come up for air, think about what worked, what didn’t, who ran the story first, who briefed, who reacted, which line landed. The best teams run post-mortems on both disasters and successes. Institutional memory is a superpower, but only if it’s built deliberately.

If you’d like to discuss what this means for your organisation, get in touch with publicaffairs@cardewgroup.com