This is Claire. She's one half of the Salmon Sisters who starred in our 'Heart of Trade' campaign for Maersk.

Like us, Claire's kinda pleased that the campaign swept the board at the Cannes Dolphins, winning an epic 6 Gold awards including the Grand Prix for best overall campaign of the festival.

Except it didn't.

It won 8 awards.

Doh.

Here's the latest social media video in our ongoing campaign for the wonderful folks at Norwood.

It's not just their professional staff who are so fab. It's their army of volunteeers and befrienders too.

Like David.

Have a look:

http://bit.ly/davidandaaron

When is a Stakeholder not a Stakeholder?

When they aren’t as profoundly fascinated by your corporate video as you are.

When your company’s ambition to make a positive social impact, and even its successes, are smothered in Dull. Dull talking heads yammering away, blissfully unaware that the camera doesn’t just not love them — but wishes it could run out of battery.

Cheap library muzak that adds insult to injury with a nice layer of corporate cheese, for that truly inauthentic effect. In short, storytelling that through its clichéd choices of narrative technique shows a complete lack of respect for its audience. Which is why videos about sustainability, CSR and corporate purpose tend to languish on YouTube with 51 views and 1 comment (from the anonymised client who commissioned it). Sadly, even your CEO may not give as much of a toss about your Rwandan schools programme as you do. Your colleagues in Marketing may nod in violent agreement with you about the reputational benefits of your water footprint reduction — but after the meeting, allocate a fiver of budget to it. Everyone else, from fellow employees to customers and shareholders — are as likely to watch the kind of well-meaning but dull corporate video I am referring to as Donald Trump. Like him, they may be online, but no effort has been made to earn their ‘engagement’. Yes, they SHOULD be engaged. They are your stakeholders.

Or are they?

Maybe we should think of them as… human beings. Like Rag 'n’ Bone Man said, they’re only human after all.

Your audience needs to be inspired and motivated. Incentivised emotionally to spend time with you. Never before have human beings - yes even the 50,000 employed by your company to give a shit about your Peruvian rainforest initiative - been so attention-poor. Your video will lose them at hello, unless the effort's made to intrigue, captivate, entertain or wow them.

Why invest in life-changing Social Impact without the considerably smaller investment in Creative Impact?

Without it, noone will know what your company has achieved. And let's be clear here: you DO want them to know. Otherwise you wouldn't have made a film in the first place. So why make a boring one? A good film may not cost any more than a bad film. But eventually it could become priceless. So come on — let’s treat these audiences with the respect they are given when any other issue, product or service is presented to them. Let’s use the same creativity in our storytelling to inspire, intrigue, amaze and convert them to your cause. Let’s earn the right to their hearts and minds, not arrogantly expect it. Let’s stop making films for stakeholders. And let’s start making them for humans.

Only then will corporate communications wake up to the potential of creative ideas and production craft skills - and produce the Creative Impact so richly deserved by your company's programme of Social Impact.

As explored by our own Marc Cave in a Daily Telegraph article about Unilever's relaunch of Lynx, here's a handy list of things not to confuse your brand's sense of social purpose with:

1/ Political Correctness

2/ Millennial male sensitivity

3/ A bottle of shower gel with the dodgy scent of 'empowerment'

No matter what the long term outcome of Brexit is, the aftermath of an unexpected referendum result brings concern and angst.

It isn’t possible yet to answer everybody’s questions. But employers who fail to unite their colleagues around a positive message risk losing good staff, never mind attracting great new ones.

As organisations turn to HR professionals to lead the way in handling this, who are the employees to look out for in your workforce? We have identified five types:

The Dismayed Millennial: twenty something ambitious graduate; already embedded in their training but with less loyalty than you would hope. Solely focused on their own future. Above all, concerned that their career will stall as their contemporaries in other sectors move forward. On the plus side, a rung on the housing ladder may now be in reach….

The Sandwiched Professional: combining a successful career with raising a family and responsibilities for older relatives. Strategic decisions to relocate will impact immensely on their life. Feels unable to relocate abroad. But if you move, so will all your competitors, so they can’t imagine there will be much in the way of career opportunities if they stay.

The European High Flier: some of the rising stars in your workplace, these people had expected to put down roots in the UK. Except now they’re having second thoughts. What certainty is there that they’ll be allowed to stay here anyway? Is London becoming Tumbleweed Town? Without the reassurance they need, what is the risk they never arrive?

The Brexiteer in the Room: after weeks of telling colleagues they were voting Out, they sense the fingers pointing whenever the conversation gets round to the future. People used to be discreet about their political views at work, but with social media that taboo has been broken. Unifying employees with wildly different world views is a pressing challenge, especially in the wake of Brexit.

The Invisible: the cleaner, caterer, security guard or temp – never included in all staff communications and often outsourced contractors. Some are British, some just want to be. Now everything seems at risk – work, freedom to stay here, ability to study. Invisible to most but vital to the running of your business. Who is taking the time to offer them reassurance and support?

The Soon-To-Retire: having adjusted to the new landscape on savings and pensions, the new instability from Brexit is worrying – not least about fulfilling that dream of a place in the sun. Is retirement still the right choice?

With this in mind, here are three things that every CEO could usefully do before heading off to the beach for a spot of R&R and a G&T that now costs twice the number of our fine British pounds.

1. Devise a communication plan addressing all employees' concerns as honestly as possible. This might mean tailored messages to some or all of the types listed above. Show you've got your finger right on the pulse; that you understand what is going on inside their heads. In the absence of short-term certainty, empathy and regular updates will be the order of the day.

2. Unite and activate all employees around one central message of opportunity. Treat your audience as if they were your customers. With respect, transparency and storytelling. Now's the time to invest in some creativity to maintain productivity levels and boost team spirit - even it is the spirit of the bunker.

3. Be emotive. These are emotional times and the last thing your people will want is bland doublespeak. What kind of emotive is up to you. If you're an exporter with a cheerily cheap pound to exploit, you can indulge in a bit of a Henry V- style rallying cry. Alternatively, you could be more conventionally British about it. Use a bit of wit. Be self deprecating. But above all, be real and human.

Implement this plan and at the very least, you will have done something no politician has done in this country for quite a while. Answer the questions that need answering.

Our approach is kinda simple. And for clients who want a corporate film, video or social campaign - it's kinda uncorporate. But boy, it works. Don't believe us? Take a look at some of our projects. Or ask Marc Cave for a case study with all the juicy figures.

Anyway, here's the approach: