In communications, playing it safe can sometimes be the riskiest decision of all.
At this year’s 72Fest, a panel featuring Jennie Stoddart-Scott, Paul Wheeler and Hector Hughes explored how organisations can make courageous decisions under pressure and why the cost of doing nothing is often overlooked.
Moderated by Ed O’Brien, Head of Issues & Media Management at KPMG, the discussion explored the role of honesty, values and calculated risk in making bold decisions.
Courage starts with honesty
Hector Hughes, Co-Founder and CEO of Unplugged, argued that organisations must first be willing to confront uncomfortable truths internally. Brands that understand their values and communicate authentically are more likely to stand out than those trying to imitate others.
Using Ryanair as an example, he highlighted how a distinctive, sometimes divisive communications approach can work when it remains consistent with the brand.
Jennie Stoddart-Scott, Founder of Jennie Stoddart-Scott PR, offered a more personal perspective with her “toothbrush test”. When facing difficult decisions, she asks herself: “How will I feel when I’m brushing my teeth tonight?”
For her, the question comes down to whether she can look herself in the mirror knowing she acted with integrity.
Discomfort isn’t always a warning sign
The panel agreed that courageous decisions often feel uncomfortable, but that discomfort does not automatically mean something is wrong.
Stoddart-Scott shared how inviting journalists to pilot events during the development of The Hundred helped challenge scepticism and shift the conversation.
Paul Wheeler, VP Global Corporate Communications at pladis Global, reflected on his time at Kellogg’s, when the company pursued a judicial review of UK government nutrition policies. The decision required years of preparation, board-level approval and stakeholder engagement.
His message was clear: bravery is rarely a single moment. It is often a long-term commitment.
The risk of doing nothing
Hughes also explained how Unplugged’s decision to lock away customers’ phones during cabin stays initially attracted scepticism but ultimately became a key brand differentiator.
The example highlighted the value of taking a clear position rather than creating generic messaging designed to please everyone.
For communicators, the panel emphasised the importance of asking not only what could go wrong if a decision is taken, but what could happen if nothing changes.
Knowing the difference between brave and reckless
The discussion concluded that courage must be grounded in preparation, evidence and values. Before pursuing a bold strategy, organisations need to consider their appetite for risk, the stakeholders affected and the consequences of both action and inaction.
The takeaway from 72Fest was simple: courage isn’t about taking unnecessary risks. It is about making thoughtful decisions even when they feel uncomfortable, and recognising that sometimes, standing still carries the greatest risk of all.