Yet the technical structures weren’t what leaders were most concerned about. What they truly wanted to understand was how to take their people with them . They asked how to bring clarity to complex transformation, how to build trust with staff and patients, how to create a sense of purpose across organisational boundaries, and how to demonstrate the credibility required to lead not only their Trust, but their wider system.

In almost every conversation, the answer came back to one thing: communication .Not communication as broadcast, or as marketing, or as corporate messaging but communication as strategic leadership.

Why reputation and communications now matter more than ever

But reputation does not build itself. It grows through clear communication, consistent leadership, and a compelling narrative about where the organisation is going and why.

A Trust cannot become an AFT without becoming a high-performing communications organisation . And leaders cannot expect transformation to succeed if they are not prepared to lead it visibly, transparently and confidently.

Read the full article at https://www.greysergeant.com, published on November 16, 2025.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in PR, communications, and engagement across the healthcare and non-profit sectors. Through his consultancy Grey Sergeant, he helps healthcare organisations define their brand, strengthen their reputation, and communicate with clarity. For more information, contact michael.oconnor@greysergeant.com

When we tell those stories ethically and with empathy, we build trust. And trust is the foundation of every successful healthcare brand, whether public or private.

Why patient stories matter

In an era where healthcare is under constant scrutiny, from waiting lists to workforce pressures, public perception often hinges on emotion. Behind every headline about reform or innovation, there’s a person whose life has been touched by care. Sharing those experiences humanises the system and reminds people why healthcare exists at all.

From my experience leading communications across hospitals, charities, and private healthcare, I’ve found that patient stories do more than evoke empathy. They:

• Build credibility: Hearing directly from patients adds authenticity to claims about quality, innovation, or compassion.
• Differentiate brands: Every Trust, charity, and private provider talks about “care,” but stories show what that looks like in action.
• Inspire staff: Internal comms teams often forget the motivational impact patient voices can have. A well-told story can reconnect clinicians and non-clinical staff to their purpose.
• Drive fundraising: At Addenbrooke’s Charitable Trust, we saw that campaigns featuring patient journeys significantly outperformed those without a human element. People give to people, not projects.

Storytelling is, at its heart, about belonging. It reminds audiences that they’re part of a bigger, human story — one of hope, care, and progress.

The ethics of patient storytelling

But with great storytelling power comes great responsibility. Patient stories can be deeply emotional, sometimes even traumatic. So as PR professionals, we must handle them with the same care clinicians show their patients.

Ethics in healthcare storytelling isn’t just about compliance, it’s about integrity. At Grey Sergeant, we approach this through three key lenses:

1. Consent that’s fully informed

It’s not enough for a patient to sign a form. They must understand where and how their story will be used. That means explaining potential reach, whether a social post seen by thousands or a video that could appear on national television. We should also make sure they know they can withdraw consent later.

2. Respect for vulnerability

Many stories involve illness, loss, or trauma. We have to ask: Is now the right time for this person to share? Sometimes, giving space is more ethical than pushing for a soundbite.

3. Avoiding exploitation

The line between celebration and sensationalism can be thin. A powerful photo or quote should always reflect dignity, not pity. The goal is empowerment — helping patients share their voice, not using them to hit campaign KPIs.

As communicators, our role is part storyteller, part guardian. We have to protect the people behind the message.

Balancing emotion and evidence

In healthcare PR, we often walk a tightrope between emotion and fact. Lean too heavily on emotion, and you risk sentimentality; lean too much on data, and you lose connection. The best campaigns blend both.

When I’ve worked on campaigns for the NHS, we combined patient and staff stories with measurable impact data — square footage of improved community spaces, for instance, paired with testimonials about how those environments changed care. It created a complete narrative: emotional truth supported by evidence.

This balance also matters for credibility with journalists. Reporters covering healthcare want emotional depth and factual accuracy. A strong story is one that can stand up to both human interest and public scrutiny.

The emotional impact on audiences (and teams)

One of the most overlooked aspects of healthcare storytelling is the impact it has internally.

When teams see patient stories — whether through intranet features, staff newsletters, or team briefings — it reignites pride. I’ve used internal campaigns featuring recovered patients to remind teams of their impact beyond their immediate roles. Porters, admin staff, clinicians — everyone saw their work reflected in those outcomes.

Externally, patient stories can transform how the public perceives healthcare brands. A hospital is no longer a faceless institution; it becomes a place of courage, care, and resilience. Charities become more than fundraisers, they become lifelines. Private healthcare providers become trusted through the lived experiences of those they’ve helped.

This emotional connection builds brand loyalty in a way no advertising copy ever could.

1. How to build a patient storytelling framework

For any healthcare organisation, developing a clear process around patient stories ensures consistency and protection for all involved. Here’s a simple framework we use at Grey Sergeant:

2. Identify story themes aligned to your strategy

Don’t just chase heartwarming moments. Tie stories to strategic goals — whether it’s innovation, workforce culture, or community impact.

3. Create a consent and safeguarding checklist

Standardise how you approach patients. This should include clear consent processes, the option to review drafts, and psychological aftercare where appropriate.

4. Train your comms team

Not every PR professional is equipped to handle sensitive interviews. Training in trauma-informed communication is vital.

5. Balance formats

Mix long-form written features with short videos, podcast interviews, or photo essays. Some stories resonate better in different mediums.

6. Follow up

After publication, check in with patients. Thank them. Tell them how their story made an impact. It’s not just good ethics, it’s good relationship management.

Case in point: Storytelling that moves people

When we supported a campaign around Cambridge University Hospital, we worked with families who had experienced care across Addenbrooke’s. Their openness gave the campaign humanity and hope and we made sure every participant understood how their contribution would help future patients.

By combining these personal stories with clear evidence of medical progress, we achieved more than donations: we built trust in the vision of what the hospital could become.

That’s the real power of ethical storytelling, it doesn’t just move hearts; it moves organisations forward.

Why It Matters Now More Than Ever

Healthcare is changing. The NHS is moving towards place-based care, integrated neighbourhood hubs, and preventative models. As these shifts happen, communications need to bridge the gap between system reform and patient reality.

Patient stories are the connective tissue. They explain why transformation matters in human terms. They remind policymakers, funders, and the public that behind every data point is a person whose life could be improved.

In an age of misinformation, emotion-driven narratives can be dangerous but ethical emotion-driven storytelling can be transformative.

Final Thoughts

The future of healthcare PR lies not just in strategy or digital innovation, but in humanity.

If we can tell stories that are authentic, ethical, and empowering — stories that make people feel as well as think — we’ll build stronger, more trusted brands.

At Grey Sergeant, we believe every healthcare organisation has these stories waiting to be told. The challenge isn’t finding them, it’s telling them with the respect and care they deserve.

Because when you tell patient stories the right way, you don’t just build a brand, you build belief.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in PR, communications, and engagement across the healthcare and non-profit sectors. Through his consultancy Grey Sergeant, he helps healthcare organisations define their brand, strengthen their reputation, and communicate with clarity. For more information, contact michael.oconnor@greysergeant.com

Originally published at https://www.greysergeant.com on November 5, 2025.

As PR professionals in the healthcare space, we operate at the crossroads of science, policy, and people’s lives. Our job is to find that story sweet spot — where public interest, organisational goals, and journalistic integrity meet.

In this article, I’ll share how I approach media relations for healthcare clients, from NHS Trusts and ICBs to private clinics and medtech firms. These tips are about understanding how journalists think, what they value, and how PR can help them tell stories that resonate, while strengthening your organisation’s credibility and reputation.

1. Understand what journalists actually want

It’s tempting to think journalists exist to promote your organisation’s messages but they don’t. Their mission is to inform, investigate, and hold systems to account. If your story doesn’t serve their audience, it won’t land.

When working in healthcare, I’ve learned that journalists are looking for:

• Human stories — patients, staff, or innovations that make a real-world impact.
• Clarity — plain English explanations of clinical or policy topics.
• Authority — credible spokespeople who can provide insight, not just statements.
• Timeliness — relevance to current policy, seasonal pressures, or public interest.

Before I pitch, I ask myself: Why would this matter to the reader, viewer, or listener? If the answer isn’t obvious, it’s back to the drawing board.

2. Ditch the corporate spin

Journalists can smell spin from a mile away. In healthcare, where trust is everything, authenticity wins every time. Avoid phrases like “world-class,” “state-of-the-art,” or “game-changing” unless you can back them up with evidence or patient impact.

Instead, show, don’t tell. Provide data, expert quotes, and real examples that speak for themselves. I often encourage clients to tell stories through people: the nurse who developed a new triage process, the GP who launched a community hub, or the patient who regained independence thanks to innovation. These stories humanise complex healthcare systems and that’s what journalists love.

3. Build relationships, not just contact lists

Too many PR professionals treat media relations like a numbers game. They send blanket press releases and hope for the best. That approach doesn’t work, especially in healthcare, where specialist journalists cover niche beats and value long-term trust.

At Grey Sergeant, we focus on relationship-led media relations. That means:

• Taking time to understand journalists’ interests and recent work.
• Offering useful background information even when we’re not pitching.
• Being reliable — responding quickly, providing accurate details, and meeting deadlines.

When journalists know you’re credible, they’ll come back to you for expert comment or clarification. That’s where true media partnership begins, and where credibility compounds.

4. Simplify, don’t dumb down

Healthcare is complex. Journalists often have to explain medical, policy, or financial issues to the general public fast. The best thing you can do is make their job easier without oversimplifying the facts.

Here’s how:

• Use everyday language — replace “integrated care pathways” with “joined-up patient services.”
• Provide visual aids — infographics, short videos, or before/after case examples.
• Anticipate questions — “What does this mean for patients?”, “What’s the wider impact?”, “How is it funded?”

I always write media materials as if I’m explaining them to a friend over coffee. If they wouldn’t understand it, neither will the reader.

5. Be data-driven, but story-led

Healthcare communications often lean on numbers — patient outcomes, waiting lists, satisfaction scores. While data adds credibility, it rarely captures emotion.

To secure coverage that builds credibility, combine data and story. For instance:

“Over 3,000 patients have benefited from our early cancer screening pilot, including Sarah, who caught her diagnosis at stage one.”

Data gives journalists confidence; stories give them a hook. Together, they create compelling content that drives trust and visibility.

6. Offer expert voices — not corporate statements

Journalists want humans, not logos. Offer them spokespeople who can explain, contextualise, and empathise.

For healthcare clients, I often coach clinicians and executives on how to handle media interviews. The goal isn’t to sound perfect, it’s to sound credible, compassionate, and informed.

When selecting spokespeople, choose those who:

• Understand both the clinical and human dimensions.
• Can communicate clearly under pressure.
• Represent your organisation’s values.

The more relatable your spokesperson, the stronger your organisation’s reputation becomes.

7. Anticipate the follow-up questions

The best PR professionals think like journalists. That means being ready for scrutiny. If you pitch a story about reduced waiting times, expect to be asked: “How did you achieve that?” or “How does this compare to national figures?”

Transparency builds trust. Always prepare a Q&A with facts, figures, and context. Anticipate tough questions before they come, especially around patient outcomes, funding, or policy.

Credibility isn’t just about the story you tell, it’s about how confidently you stand behind it.

8. Tailor your story to each outlet

Not all media are created equal. A piece for The Times requires a different tone and level of detail than one for Pulse Today or Healthcare Leader.

I often break stories into layers:

• National news — broad societal impact or innovation.
• Trade titles — technical detail, leadership insight, policy impact.
• Local media — community benefit, staff and patient stories.

Tailoring your content for each audience increases pick-up rates and ensures consistent but relevant messaging across channels.

9. Follow up, don’t harass

A polite follow-up is fine, a barrage of emails isn’t. My rule: if a journalist doesn’t respond after two contacts, move on or reframe the story later.

Sometimes, the timing’s just off. Other times, the angle needs refinement. I keep notes on which journalists showed interest, what topics resonated, and what didn’t. Over time, these insights make pitching smarter and more strategic.

10. Measure what matters

Securing coverage is great, but credibility is the real goal. When evaluating media activity, I measure:

• Relevance — was it in the right publication?
• Sentiment — how was the story framed?
• Impact — did it influence reputation, engagement, or behaviour?

For healthcare organisations, media coverage isn’t vanity, it’s validation. It proves your voice matters in a crowded, often misunderstood sector.

Conclusion: Speak human, think journalistic

The best healthcare PR isn’t about shouting the loudest, it’s about being heard for the right reasons. When we speak the language of journalists, we don’t just win coverage; we earn trust, authority, and lasting credibility.

At Grey Sergeant, we believe effective healthcare communications come from empathy, clarity, and understanding how stories travel. Whether we’re helping an NHS Trust manage its reputation or supporting a private clinic to showcase innovation, our focus is always the same — tell human stories that make people care.

Because in the end, healthcare PR isn’t just about media hits. It’s about changing perceptions, one story at a time.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in PR, communications, and engagement across the healthcare and non-profit sectors. Through his consultancy Grey Sergeant, he helps healthcare organisations define their brand, strengthen their reputation, and communicate with clarity. For more information, contact michael.oconnor@greysergeant.com

Originally published at https://www.greysergeant.com on October 23, 2025.

Challenge: In healthcare, reconfiguration is often interpreted as service reduction. Headlines focus on what’s “moving” rather than what’s being “added.” Patients worry about access, continuity, and quality. Staff can become weary of mixed messages. Politicians and the press can amplify anxieties.

Consequence: Misinformation spreads faster than official updates. If stakeholders don’t hear a coherent “why” early, they default to fear, not facts. The cost is high — missed appointments, duplication, complaints, and decreased satisfaction that undermines the benefits NHCs are designed to deliver.

Communication Goal: Reframe the shift to NHCs as “care closer to life” — more convenient, more coordinated, and more proactive. We must show (not just tell) how NHCs enhance outcomes, access, and patient experience.

This architecture gives staff confidence, keeps spokespeople aligned, and converts abstract benefits into everyday gains.

Segment by need and influence: patients with long-term conditions, carers, young families, seldom-heard communities, local councillors, practice PPGs, and media. Identify their pain points and preferred channels.

Every asset carries one promise , three proofs , and one ask (e.g., register for updates, attend a Q&A, try the new pathway). This keeps copy concise and persuasive.

• Consistent GP/PCN voice across leaflets, website, and reception scripts.
• Clinician-fronted content : short videos by the most trusted voices.

Even the best plan meets bumps: teething issues, workforce gaps, or IT glitches. Prepare one page per scenario with neutral language, a clear fix timeline, and an escalation path. Use listening posts — reception, social comments, PPG reps — to spot issues early and respond publicly. The goal is credibility: acknowledge, act, update.

I report monthly against the Message House pillars, so leaders can see which stories shift which behaviours.

If you’re launching or stabilising a Neighbourhood Health Centre, I can help you build a clear, evidence-led narrative that earns trust from day one. From message architecture and stakeholder mapping to content production and measurement, Grey Sergeant partners with clinical leaders to turn change into community confidence. Let’s talk about your timeline and the proof points we can publish in the first 90 days.

Michael O’Connor is a partner at Grey Sergeant, specialising in PR, communications, and engagement across the healthcare and non-profit sectors. Through his consultancy Grey Sergeant, he helps Primary Care Networks, GP Practises, and healthcare organisations define their brand, strengthen their reputation, and communicate with clarity. For more information, contact michael.oconnor@greysergeant.com

Originally published at https://www.greysergeant.com on September 20, 2025.

In this article, I want to unpack what a USP means in the context of primary care, why it matters more now than ever, and how your practice can uncover and communicate its own.

The Shift: From service provider to community brand

The NHS 10 Year Plan, alongside the development of Integrated Care Systems (ICSs) and Neighbourhood Health Centres, is redefining the role of general practice. GPs are no longer seen purely as gatekeepers to secondary care but as anchors of local health and wellbeing. This shift demands not just operational change, but also a communications one.

Your practice is now a community brand, whether or not you’ve positioned yourself that way. Patients have options. They leave Google reviews. They compare experiences. They talk online and off. And while the NHS remains a public service, perceptions and reputations increasingly behave like those in the private sector.

It’s why I believe practices that invest in defining and communicating their value proposition will come out ahead, not just in patient loyalty, but in staff morale, recruitment, and partnership opportunities.

So, what exactly is a USP in General Practice?

A Unique Selling Proposition (USP) is the single, most compelling reason someone should choose your service over another. In the commercial world, it might be a product feature, price point, or customer experience. In general practice, it’s more nuanced.

It could be:

• Your extended opening hours.
• A reputation for continuity of care.
• Specialist services like dermatology or minor surgery.
• A commitment to holistic, preventative care.
• Multilingual staff and inclusive care models.
• Digital-first access with minimal wait times.
• A warm, community-centric ethos that treats patients like people, not numbers.

It’s not about claiming to be better than every other practice. It’s about identifying what makes you distinct, relevant, and credible, and then ensuring your patients know about it.

Why GPs struggle with their USP

Many practices I speak with assume their USP should be “we care” or “we’re local.” While those are noble values, they aren’t differentiators, they’re expectations. Every GP practice should care. Every GP practice is local to someone.

Others worry that talking about a USP is somehow inappropriate in the public sector. This is something I disagree with. Defining your value proposition doesn’t commercialise care, it clarifies your purpose. And at a time when GP reputations are under pressure, clarity is a powerful antidote to confusion.

The benefits of a clear, communicated USP

A clear USP is more than just a strapline on your website. It can:

• Improve patient trust and loyalty: Patients are more likely to remain with, and advocate for, a practice they understand and feel aligned with.
• Attract new patients: Especially in urban areas or areas with choice, clear communication around what you offer and how you operate can make a big difference.
• Enhance recruitment and retention: Clinicians want to work in purpose-driven environments. A USP can galvanise your team and attract talent.
• Support transformation: Whether you’re moving to a digital-first model or integrating with community services, a defined value proposition helps bring stakeholders with you.
• Enable better PR and marketing: From newsletters to social media to press engagement, your USP gives you a consistent narrative.

How to find your practice’s USP

If you’re unsure what your USP is, that’s okay, it’s not always immediately obvious. But it’s there. You just need to dig for it.

Here’s how I recommend approaching the process:

1. Listen to your patients

Start with patient feedback. Review comments on the NHS website, Google reviews, and Friends and Family Test results. Hold focus groups or send out a simple survey. Ask:

• What do you value most about our practice?
• What do we do well that other practices may not?
• What one word or phrase describes us best?

You’ll begin to hear common themes. Maybe it’s access. Maybe it’s empathy. Maybe it’s how your clinicians explain things clearly. Patterns matter.

2. Involve your team

Ask your receptionists, nurses, GPs, and allied health professionals. What do they think makes the practice special? What do patients thank them for most often?

Involving the team also builds buy-in. When people feel like they’ve helped shape the message, they’re more likely to champion it.

3. Review your services

Do you offer something few others do? A menopause clinic, group consultations, or proactive care for long-term conditions? Have you adopted a new model like total triage or digital-first access?

Even if your service isn’t unique in the literal sense, combining it with your culture or approach might be. For example: “Tech-enabled care with a human touch.”

4. Look at your data

Your performance data can reveal strengths. If your patient satisfaction scores are particularly high, that’s a story. If your appointment wait times are lower than average, that’s a differentiator. If you’ve significantly improved uptake for cervical screening or flu jabs, it’s worth talking about.

5. Define, then refine

Once you’ve gathered insights, draft a short, clear value proposition. For example:

“We’re a friendly, modern GP practice focused on rapid access, preventative care, and continuity with a named GP.”

Or:

“We serve the community with inclusive, patient-led care — with specialist support for women’s health and long-term conditions.”

Keep it concise. Then test it. Does it feel authentic? Is it supported by your patient experience? Would your team agree with it?

How to communicate your USP

Defining your USP is only half the battle. The next step is ensuring people know it. That means embedding it into your communications strategy, not just leaving it buried in a business plan.

Here are some practical ways to communicate your value proposition:

1. Your website

The homepage of your website should reflect your USP immediately. Not with jargon, but with simple, clear language. Avoid generic phrases like “We’re here for your healthcare needs” and opt for specifics.

Make sure your services, staff bios, and practice ethos all support your USP.

2. Patient welcome packs

Use your USP as part of your welcome communications for new patients. A brief leaflet or digital pack explaining who you are, what you stand for, and how to access your services makes a lasting impression.

3. Social media

If your practice uses Facebook, Instagram, or X (Twitter), use it to reinforce your value proposition. Share stories, tips, patient testimonials, and service updates that align with your USP. Keep the tone friendly, informative, and consistent.

4. Practice newsletters

Your USP should underpin all your newsletters, whether digital or print. Structure content around your key messages. For instance, if your USP is around continuity of care, highlight your team structure and named GP system.

5. Reception and waiting areas

First impressions matter. Make your USP visible on posters, digital displays, or welcome signs. Ensure your reception staff are briefed and comfortable explaining the practice’s ethos and strengths.

6. Google business profile

Patients increasingly turn to Google first. Make sure your profile is up to date, includes photos, your opening hours, and a short sentence or two that reflects your USP. Encourage happy patients to leave reviews.

7. Local press and partnerships

If you’re doing something innovative or community-oriented, let the local press know. Build relationships with local schools, community groups, and pharmacies. Position your practice as a cornerstone of community health.

Final thoughts: USP Is strategy, not a slogan

Your Unique Selling Proposition is not a marketing gimmick. It’s the foundation of your practice’s brand, and by extension, your reputation. It helps patients make informed choices. It supports staff in feeling part of something meaningful. And it positions your practice for growth, resilience, and impact.

As someone who works with healthcare organisations on building stronger communications, I believe the most successful practices in the next decade will be those that understand not just how to deliver care, but how to communicate their value.

So I’ll ask again: What’s your practice’s USP?

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in marketing, communications, and engagement across the healthcare and non-profit sectors. Through his consultancy Grey Sergeant, he helps primary care networks, GP surgeries, and healthcare organisations define their brand, strengthen their reputation, and communicate with clarity. For more information, contact michael.oconnor@greysergeant.com or message on Linkedin

We’re entering a new era of general practice, shaped by the NHS 10 Year Plan and the seismic shift from treatment to prevention. GPs are being asked to lead the transformation of healthcare from the ground up, quite literally, through the development of Neighbourhood Health Services, which place primary care at the heart of the community. It’s a bold vision, but one that requires something GPs haven’t traditionally had to prioritise: communications, branding, and public trust.

This article is a call to action for GPs, PCNs, and practice managers: to think differently, to engage strategically, and to recognise that your reputation is not just a by-product of your work, it’s the engine that will drive your future.

The changing role of General Practice

Historically, general practice has thrived on quiet excellence. GPs have focused on clinical quality, patient relationships, and doing the job well. The community trusted the doctor implicitly. But that world has changed. The pressures on general practice have become acute — longer waiting times, reduced continuity, and political scrutiny have chipped away at public confidence.

Now, with the 10 Year Plan placing GPs at the forefront of community-based care, there’s a chance to reset the narrative. The move toward Neighbourhood Health Services, supported by integrated care systems (ICS), presents an opportunity to reshape how the public sees general practice, not as the gatekeeper to hospitals, but as the strategic leader of holistic, community-centred health.

This change is as much about perception as it is about practice. And that’s where reputation comes in.

Why reputation is the new currency

Reputation is no longer a luxury. It’s not something nice to have if you get a good patient review or a local newspaper mention. In a world driven by digital footprints, reputation has become currency. It’s what determines whether a parent registers their child at your practice. It influences whether an ICS allocates you more funding or includes you in a community partnership. It can even affect whether you’re the subject of a positive BBC feature, or a Daily Mail exposé.

A strong reputation builds trust, attracts staff, forges partnerships, and encourages patient loyalty. It helps you lead when change is turbulent. It allows you to punch above your weight in local negotiations. It is, quite simply, your most defensible asset in an era of transformation.

Five forces driving the need for reputation management in primary care

1. Consumer expectations are changing

Today’s patients are also consumers. They are used to researching restaurants, schools, even therapists via Google reviews and social media. They compare GP practices not only by postcode but by online ratings, website design, and digital access to services.

If your practice hasn’t claimed its Google Business Profile, isn’t responding to patient feedback online, or doesn’t have a modern, accessible website, you’re already falling behind. You wouldn’t go to a hotel with a 2-star rating on Tripadvisor. Why should patients feel any different?

2. Neighbourhood services demand local leadership

Neighbourhood Health Services are designed to tackle inequality, drive prevention, and bring care closer to home. But who leads that agenda locally? The 10 Year Plan says it’s GPs. And leadership isn’t just about governance; it’s about visibility, clarity, and confidence.

If your community doesn’t know what services you offer, what you stand for, or how you’re improving outcomes, how can they support or trust you? Communications will be essential to lead effectively within your neighbourhood footprint.

3. Recruitment and retention are reputation issues

Every practice manager I speak to tells me the same thing: it’s getting harder to recruit GPs, nurses, and allied professionals. Clinical talent is mobile. They are looking for practices with positive cultures, progressive values, and strong leadership.

Your external reputation influences internal morale. A practice with a good public image is more likely to attract top talent, build team cohesion, and retain staff. In short, reputation is a recruitment strategy.

4. ICS funding follows the leaders

Integrated Care Systems are decentralising power and funding. The most innovative, collaborative, and reputable GP networks will be best placed to benefit. If your PCN has a clear communications strategy, visible community impact, and stakeholder trust, you will become a preferred partner for pilots, funding, and collaboration.

5. The media is watching

Whether it’s the national press or a local journalist, general practice is in the spotlight. GPs can no longer afford to be passive. A reputational incident, a misquoted statement, an unresolved complaint can spiral quickly. Conversely, a powerful local story about how your practice launched a walking group for lonely patients can shape your image for years.

Proactive PR, media training, and storytelling are no longer just for hospitals or Trusts. They are essential tools for general practice too.

So what should GPs do?

This isn’t about marketing fluff. It’s not about selling out or glossing over real issues. It’s about making sure the true value of general practice is recognised, and that you’re in control of your own narrative. Here’s how:

1. Audit your reputation

Start with the basics. What do patients say about you online? What is your staff turnover rate? What’s the tone of your recent reviews? Conduct a simple reputation audit — you can do this yourself or work with a specialist agency. This will give you a baseline.

2. Own your story

Every practice has a story. Maybe you’ve been serving the community for 40 years. Maybe you’ve recently introduced mental health support for young men. Whatever it is, tell it. Use your website, newsletters, social media, and local media outlets to showcase who you are.

3. Get strategic about communications

Communications shouldn’t be ad-hoc. They should be strategic. Develop a simple communications plan aligned to your objectives, whether that’s increasing patient sign-ups, reducing complaints, or improving morale. Set clear messaging pillars and channels. Assign responsibilities within your team.

4. Engage your community

Host events. Partner with local schools. Create walking groups or run “meet the GP” open days. The more engaged your community is with your practice, the more they’ll trust and support you. Reputation is built on relationships, not press releases.

5. Train your team

Reputation isn’t just about what the GP says. It’s how the receptionist answers the phone. How the nurse explains a new medication. How the website handles a prescription request. Train your team in communication, empathy, and digital literacy. Make reputation everyone’s responsibility.

Why I Care About This

I’ve worked across healthcare, insurance, and the charity sector, and I’ve seen time and again how communications and reputation can make or break organisations. I recently wrote about marketing healthcare as a consumer brand, and that article got picked up by The Telegraph. It struck a chord because the public is craving a different, more modern healthcare conversation, one that reflects their values and experiences.

And GPs are at the heart of that conversation.

This isn’t about gimmicks. It’s about helping primary care take its rightful place as the leader of health in the UK. If we want to shift from treatment to prevention, and if we truly believe in neighbourhood health, then we must help GPs step into the spotlight, with the reputation to match.

I’m now working with GPs and PCNs to help them define their brand, engage their communities, and build trust. My agency, Grey Sergeant, offers specialist PR and communications services designed for healthcare professionals who are ready to lead. If you’re ready to take your practice’s reputation seriously, I’d love to talk.

Because in this new world of general practice, reputation isn’t just important, it’s everything.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in marketing, communications, and engagement across the healthcare and non-profit sectors. Grey Sergeant provides strategic consultancy, helping businesses elevate their brand through integrated PR, marketing, media relations, social media, digital marketing, and events. For more information, contact michael.oconnor@greysergeant.com or message on Linkedin

We are standing at the crossroads of a healthcare revolution. And if we get this right, wearable tech could be the bridge that connects people to a healthier future and connects the NHS to a more sustainable model of care.

The NHS needs more than just digital records

The NHS 10 Year Plan rightly puts a strong emphasis on digital transformation. But let’s be honest, digitising health records and increasing use of NHS login apps, while necessary, won’t be enough. A true shift from analogue to digital must include the ways in which patients engage with their health in everyday life. It’s not just about better data storage, it’s about better data collection, access, and empowerment.

Wearables like smartwatches, fitness trackers, and biometric sensors offer real-time, continuous data that can feed directly into clinical decision-making, risk stratification, and personalised care planning. But more importantly, wearables can create a culture of prevention, not reaction.

Prevention, not cure

The NHS is creaking under the weight of demand. Most of its resource goes toward treating illnesses that, in many cases, could have been prevented: cardiovascular disease, type 2 diabetes, respiratory conditions, and mental health issues. We’ve known this for decades, and yet our healthcare system is still designed to treat, not to prevent.

This is where wearable tech steps in.

Imagine a world where GPs have access to your baseline heart rate, sleep patterns, stress levels, glucose readings, and physical activity data over the past 12 months, before you even walk through the door. Imagine being alerted by your wearable when your stress markers spike or your blood oxygen dips. Imagine being nudged toward more movement, better sleep, or hydration long before you develop symptoms. That’s not science fiction. That’s today’s technology, we’re just not using it effectively in the NHS.

From Apple to the NHS: A collaboration waiting to happen

The truth is, big tech already holds the keys to much of this future. Apple, Google (through Fitbit), Samsung, Amazon (with Halo), and other health-tech disruptors have built powerful ecosystems capable of tracking everything from your heart rhythm to your posture. But the challenge is integration. NHS systems are not built to communicate with consumer-grade tech, and there’s a justified scepticism around data privacy, regulatory standards, and interoperability.

But that’s not a reason to turn away, it’s a reason to lean in.

Imagine what could be achieved if the NHS and big tech companies formed formal partnerships, not just to integrate data, but to co-develop wearables tailored for public health needs. Devices that are affordable (perhaps subsidised through NHS innovation funds), aligned with NICE standards, and embedded into patient pathways from the start.

Think Apple Watch: NHS Edition.

The NHS’s sheer scale, brand trust, and reach could help wearables reach demographics that tech companies often struggle to engage, older adults, lower-income communities, and ethnically diverse populations. In turn, the tech giants can bring design, functionality, and user experience excellence to what would otherwise be clunky, clinical devices.

It’s the perfect marriage of scale and innovation.

But first, we need to make Wearables cool

This is where my background in PR and communications comes in. It’s not enough to develop a device. You have to market the lifestyle.

When I was quoted in The Telegraph recently for an article on marketing healthcare as a consumer brand (read the article here), I talked about the need to position prevention as aspirational. Healthcare comms has long lagged behind other industries, too often functional, overly cautious, and wrapped in jargon. We need to change that.

If wearable tech is going to drive public health, we need to make it desirable. Just like Nike made running aspirational and Peloton made indoor cycling feel like a lifestyle, we need to make health data feel like power. Owning a wearable should feel like a badge of honour, something you show off in the office, talk about at dinner parties, and compete over with friends.

Public health campaigns must reposition prevention as something smart, savvy, and modern. Not a boring checklist, but a way to get ahead in life. We should see influencer partnerships, edgy advertising, social media trends, and viral challenges based around wearable data, step count leaderboards, sleep streaks, resting heart rate bragging rights.

That’s how we build behavioural change: not through finger-wagging, but through belonging and identity.

A PR opportunity for the NHS

The NHS should be the face of this revolution. Imagine if your local GP surgery ran a campaign around ‘Join the 10,000 Club’ — people committing to 10,000 steps a day, tracked by wearables and linked to health incentives. Or if NHS England launched a public challenge to get the nation sleeping better, in partnership with wearable providers and social media influencers.

The public’s trust in the NHS is still strong. That trust, combined with the aspirational edge of wearables, could generate enormous behaviour change. But only if we invest in comms that speak to the heart, not just the head.

Too often, NHS communications are reactive, responding to crises, misinformation, or changes in policy. But this is a chance to be proactive: to build a campaign around a vision of a healthier future. A future where every citizen becomes an active participant in their own wellbeing.

What about the critics?

Of course, there are legitimate concerns. Data privacy is a big one. We can’t ignore the risks of handing sensitive health information to commercial entities. But rather than avoiding the issue, we must address it head-on. NHS-backed wearables could operate under stricter data protocols, with patient consent frameworks embedded from day one. Transparency and user control will be key.

There’s also a valid debate about health inequality. Will wearables widen the gap between the digitally literate and those without access? Perhaps, but only if we let them. If wearables are co-funded by the NHS, distributed via social prescribers, and supported with community engagement, they can be a leveller rather than a divider.

A vision worth pursuing

Let me be clear: wearable tech won’t fix the NHS overnight. But it offers a tangible, scalable, and innovative route toward the two pillars of the NHS 10-Year Plan that matter most — digital transformation and preventive care.

The analogue-to-digital shift must be more than systems upgrades. It must be a cultural shift. Wearables offer a way to bring that shift into people’s daily lives. To move healthcare out of the surgery and into the home, the gym, the workplace, even the high street.

We have the tech. We have the need. We have the vision.

Now we need the courage to connect the dots — and the PR firepower to sell it.

Final Thought

As someone who’s spent time on both sides of the healthcare table — from insurance to frontline comms, from corporate to charity — my message is this: we can’t afford to wait. The cost of inaction is more than financial, it’s human.

Wearables are more than gadgets. They’re the interface between people and a future where health isn’t something you ‘get treated for’, it’s something you own.

And if the NHS partners with the right people, markets with the right tone, and builds trust with the right communities, we could look back in ten years and say: that’s when the shift really began.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in marketing, communications, and engagement across the healthcare and non-profit sectors. Grey Sergeant provides strategic consultancy, helping businesses elevate their brand through integrated PR, marketing, media relations, social media, digital marketing, and events. For more information, contact michael.oconnor@greysergeant.com

In a world increasingly driven by digital footprints and consumer choice, Google Reviews have quietly but powerfully become one of the most influential tools in shaping how patients perceive general practice. Whether it’s a glowing five-star review praising your receptionist’s empathy or a stinging one-star complaint about a delayed appointment, these public ratings shape reputations, influence patient trust, and in some cases, even impact funding decisions.

As we embrace the direction set by the DHSC’s 10 Year Plan and begin building integrated, community-based Neighbourhood Health Services, the visibility and reputation of local general practice have never been more crucial. We are being asked to lead from the front, so our reputations must follow suit.

Why reputation matters now more than ever

General practice is changing. The move towards Neighbourhood Health Centres, community-led, multi-disciplinary hubs places GPs at the heart of a new model of care. But with new models come new expectations. Patients will be making more decisions about where they access care, and increasingly, those decisions will be based on what they read online.

Let’s be clear: reputation management is no longer a luxury or a PR tactic for the private sector. It’s a necessity for every GP practice and PCN in the NHS. When patients Google your practice, and they do, your star rating and reviews will be one of the first things they see. Before they visit your website. Before they speak to a receptionist. Before they even decide whether to register.

And those reviews don’t just affect public perception. They can shape staff morale, influence recruitment decisions, and, if ignored, erode the very trust we are working hard to build in our communities.

From passive to proactive: Taking control of your online narrative

The problem is that most GP practices are passive participants in the digital review ecosystem. We don’t respond to reviews. We don’t ask for feedback. We don’t highlight the positives. And in doing so, we’re allowing our reputations to be defined by a vocal minority, the most frustrated.

But what if we approached this differently? What if we treat our online presence with the same professionalism and care we apply to our clinical work? What if we trained our teams to see reviews not as threats, but as opportunities?

Here’s how I believe we can begin to own our online reputations — confidently, ethically, and without adding more pressure to an already stretched system.

1. Claim and monitor your Google Business profile

Many practices still haven’t claimed their Google Business listing. This simple step allows you to update contact information, add photos, and crucially, respond to patient reviews.

Monitoring your listing weekly ensures you’re not blindsided by negative comments. It also shows patients you’re paying attention. It’s the digital equivalent of maintaining a clean, welcoming waiting room.

Action: Claim your Google Business profile today. Assign someone in your admin team to check and log reviews weekly.

2. Respond with professionalism, not emotion

A defensive or emotional reply to a negative review can do more harm than the review itself. Instead, respond with professionalism and empathy. Acknowledge the patient’s experience, signpost them to formal complaint channels if needed, and offer a private follow-up.

Remember: your response isn’t just for the reviewer, it’s for every future patient reading it.

Example:
“Thank you for your feedback. We’re sorry to hear about your experience and would like to investigate further. Please contact our practice manager directly on [email]. We value all feedback as it helps us improve our service.”

3. Encourage positive reviews (within ethical boundaries)

You can ask patients to leave a review, as long as you don’t incentivise or coerce them. A simple poster in your waiting room, a note on your website, or a verbal mention during a consultation (“We’d really appreciate your feedback if you have a moment”) can go a long way.

Most satisfied patients won’t leave a review unless prompted. So prompt them.

Tip: Focus on “moments of gratitude” — after a successful treatment plan, a helpful conversation, or when a patient expresses thanks.

4. Build a bank of testimonials

Don’t rely solely on Google. Ask patients (with consent) to share written testimonials that you can feature on your website and social media. These stories add human depth to your practice brand and build trust with prospective patients.

Example:
“After struggling with chronic pain for months, Dr. Ahmed listened, investigated, and found a solution. I finally feel hopeful again.” — Patient, July 2025

5. Use feedback for continuous improvement

Not all negative reviews are unfounded. Some highlight genuine issues, long phone waits, confusing online forms, or communication breakdowns. Treat this feedback as a free audit.

Use recurring themes in reviews to inform staff training, policy updates, or process changes. Share insights at team meetings and celebrate when changes result in improved feedback.

6. Integrate review data into your PCN reporting

If you’re part of a Primary Care Network, bring patient review data into your quality improvement plans. Reviews can support your evidence base for patient engagement, community trust, and responsiveness, especially relevant as PCNs evolve into Neighbourhood Health Centres.

Tip: Track your star rating over time and correlate it with patient experience survey results. This helps validate patterns and prove improvement.

7. Connect reputation with recruitment

Attracting clinicians and staff is increasingly competitive. Your online reputation matters here too. Younger GPs, locums, nurses, and allied professionals do look at reviews when considering placements.

An engaged, responsive online presence signals that your practice is modern, patient-focused, and committed to quality care. In an era where reputation influences both patients and professionals, this matters.

8. Build a culture of digital awareness in the practice

This isn’t about outsourcing comms to a faceless agency. It’s about building awareness in your team, from receptionists to partners. Host a short training session on why online reviews matter. Share success stories where a review led to improvement.

When everyone in the team understands their role in shaping reputation, you move from firefighting complaints to cultivating positive public perception.

A reputation that reflects your real value

There is real dignity in the work we do. Every day, GPs and practice teams perform minor miracles, solving problems, calming fears, advocating for patients. But too often, these efforts go unrecognised in the public domain, drowned out by a few negative voices and an outdated perception of general practice.

That’s why I wrote my recent article on treating healthcare as a consumer brand. It’s not about selling services like products. It’s about aligning the quality of our care with the quality of our public image. It’s about trust. And in the age of Google, trust is built (and broken) online.

As the 10-Year Plan transforms the NHS into a more integrated, localised, community-led service, the reputations of GPs and PCNs will be foundational to success. People will want to know who’s leading their Neighbourhood Health Centre. They’ll check your reviews. They’ll read your replies.

So don’t let your reputation happen to you. Own it. Shape it. Use it as a tool to reflect the real heart of general practice — compassionate, skilled, human care.

Let’s make sure the digital version of our practice reflects the reality we’re proud of every day.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in marketing, communications, and engagement across the healthcare and non-profit sectors. Grey Sergeant provides strategic consultancy, helping businesses elevate their brand through integrated PR, marketing, media relations, social media, digital marketing, and events. For more information, contact michael.oconnor@greysergeant.com

But in a world where misinformation spreads fast and digital platforms are increasingly where trust is built (or broken), staying silent is no longer an option.

Over the years, I’ve worked across the healthcare, financial, and third sectors, and if there’s one truth I’ve learned, it’s this: visibility drives authority. Yet, most GPs I meet are so busy managing clinical demands and navigating NHS bureaucracy that they struggle to find time — let alone a clear strategy — for building their public voice.

And that’s where thought leadership comes in.

This article sets out a practical, ethical and impactful approach to building your reputation as a local GP, one that aligns with your values, strengthens community trust, and opens up new opportunities, from influencing health behaviours to shaping regional care strategy.

Why GPs need to embrace thought leadership

Let’s be clear: thought leadership is not about self-promotion for the sake of it. It’s about positioning yourself as a credible, respected, and solution-focused voice within your field, and in your case, within your community.

With the Department of Health and Social Care’s 10-Year Plan to reform and modernise the NHS, general practice is no longer operating in isolation. The Plan sets out a clear vision: to shift healthcare from hospitals back into the community, with an emphasis on prevention, early intervention, and joined-up care.

At the heart of this transformation are Neighbourhood Health Services — locally delivered, community-led healthcare hubs that bring together GPs, pharmacists, mental health professionals, social care, and voluntary sector partners to offer more holistic, place-based care.

This is a pivotal moment for general practice. GPs aren’t just clinicians now, they’re community anchors, tasked with leading population health, tackling inequalities, and engaging local citizens in their own wellbeing.

To do that effectively, you need a public voice.

A strong thought leadership profile can:

• Enhance your professional reputation
• Attract media and policy influence opportunities
• Build trust with your patient population
• Position your practice as progressive, informed, and aligned with national transformation
• Make your voice heard in local commissioning or Integrated Care Board (ICB) conversations

But this doesn’t happen by chance. It requires a strategic approach.

Step 1: Define your core message

Before you write a single blog or say yes to a local interview, ask yourself: What do I want to be known for?

You might be a GP passionate about early intervention in mental health. You may focus on elderly care, health inequalities, lifestyle medicine, or access to care for underserved groups. The more specific your niche, the more effective your message will be.

Thought leadership isn’t about being a generalist, it’s about being the go-to authority on something that matters.

Once you’ve identified your area of focus, write a personal statement that captures it. Mine is: “I help healthcare organisations and professionals build reputation through communications that are credible, human, and strategic.” Yours might be:

“I’m a local GP committed to empowering patients with practical, evidence-based advice on managing long-term conditions.”

Keep this statement front and centre. It becomes your lens for deciding what content to create, where to show up, and what conversations to lead.

Step 2: Build your personal brand — authentically

In healthcare, the term ‘personal brand’ can raise eyebrows — it sounds corporate, maybe even self-serving. But in reality, it’s simply about consistency.

Your patients, colleagues, and local community already form impressions of who you are. A personal brand is your chance to shape that perception intentionally — across your writing, public speaking, social media, and local partnerships.

Consider the following:

• Tone: Do you communicate in a warm, approachable voice? Or more formal and data-led?
• Visual identity: Is your LinkedIn profile photo professional? Do your slides or handouts reflect who you are?
• Presence: Do you show up online in the same way people experience you in person?

You don’t need to reinvent yourself. In fact, the best personal brands are just amplified versions of your true self.

Step 3: Connect thought leadership to the 10-Year Plan

Let’s bring this closer to home.

The DHSC’s 10-Year Plan focuses on three key shifts:

1. Moving care closer to home
2. Integrating physical and mental health
3. Personalising care through better data and prevention

Neighbourhood Health Services sit at the centre of this approach — and GPs are expected to lead it.

This is the perfect platform for your thought leadership. You can:

• Publish reflections on what the Plan means for your practice or patient community
• Share success stories from your PCN or federation
• Highlight how general practice is rising to the challenge
• Write about workforce pressures, funding, or local innovations
• Push for more collaboration with voluntary and community services

As a local GP, you are the face of this transformation. Use that position to frame the narrative, influence decision-making, and inspire public support.

Step 4: Choose the right channels

Not every GP wants to go viral on X (formerly Twitter). And you don’t need to. The best thought leadership happens on the right platform, with the right audience.

Here are a few starting points:

• LinkedIn: Ideal for connecting with other health professionals, ICB leaders, local NHS trusts, and commissioners. Share articles, post reflections from practice, or comment on health news.
• Local Media: Offer to write monthly health columns for your local newspaper, magazine, or community radio. Topics might include flu season advice, tackling vaccine hesitancy, or managing winter pressures.
• Practice Website/Newsletter: Use this as your home base. A regular GP blog builds SEO (search visibility) and serves your patients directly.
• Events & Panels: Speak at local health forums, school wellbeing events, or faith group sessions on public health.
• Neighbourhood Board or ICS Comms: Pitch your ideas and content as part of official NHS communications around local transformation.

You don’t need to do everything. But you must do something — and do it regularly.

Step 5: Create valuable, shareable content

Content is your currency. But forget jargon-filled medical blogs or preachy advice. The most effective content is simple, human, and offers real value.

Here are some easy formats:

• “GP’s Guide To…” — Tackle common topics with clear, actionable advice (e.g., “A GP’s Guide to Managing Back Pain Without Pills”)
• “What We’re Seeing…” — Share insights from your practice (e.g., “We’ve seen a 30% rise in anxiety in teens this month. Here’s how parents can help.”)
• Neighbourhood care reflections — Talk about working with local pharmacists, physios, or care workers in a joined-up way
• Myth-busting — Challenge misinformation (e.g., “No, antibiotics won’t cure your cold — here’s what actually works.”)
• Short video explainers — 60-second videos answering FAQs about new local services, changes to care access, or health behaviours

Don’t worry about perfection. Your authenticity and accessibility matter more than production values.

Step 6: Engage with your audience

Thought leadership is not a broadcast. It’s a conversation.

When people comment on your posts, reply. When they ask questions, answer. When local schools or charities reach out, show up.

Better still, engage before you need the attention. Comment on other GPs’ posts. Share useful resources from NHS England or your ICB. Highlight what’s working in your community.

When you engage consistently, people begin to see you as part of the story — not just a storyteller.

Step 7: Amplify your voice with PR

Once you’ve built a strong base, it’s time to think bigger. That’s where I come in.

As a healthcare PR consultant, I help GPs and primary care leaders raise their profile and get their ideas into the right rooms. We can pitch your story to local media, health podcasts, or sector publications like Pulse, HSJ, or The BMJ.

You might:

• Feature in local media as a trusted source during winter pressures
• Speak on regional TV about the impact of the Neighbourhood Health Service
• Be invited to panel discussions with local authorities or think tanks
• Contribute to NHS campaign content around prevention or screening
• Launch your own community health blog or digital newsletter

All of this builds visibility, credibility, and trust — the three pillars of modern influence.

Final thoughts: You’re already a leader — now lead out loud

I’ve worked with many GPs who are quietly doing extraordinary things, supporting vulnerable families, mentoring young doctors, designing smarter systems, or simply delivering gold-standard care under immense pressure.

But in today’s environment, doing the work is no longer enough. You must also be seen to do the work.

The DHSC 10-Year Plan gives you the perfect reason to raise your voice. The creation of Neighbourhood Health Services positions you not just as a practitioner, but as a community health leader.

You already have the insights, the credentials, and the community trust. Thought leadership simply gives you the microphone to influence, inspire, and futureproof the role of general practice.

And as a country, we need GPs to step up. Not just in surgeries, but in public life.

So the question is no longer should you build a public voice. It’s how soon can you start?

About the Author

Michael O’Connor is a PR and Communications Consultant with deep experience across healthcare, finance, and the third sector. He helps GPs, PCNs, and health leaders build visibility and trust through smart, human-centred communications. For consultancy support or to collaborate, connect on LinkedIn or email michael.oconnor@greysergeant.com

At the heart of this transformation are GPs. But while the structural changes are ambitious, they also bring into sharp focus an uncomfortable truth: public perception of general practice has been strained. Headlines about appointment delays, burnout, and closures have dominated the narrative. And while much of this stems from systemic issues beyond any individual GP’s control, the reputational damage is real.

This presents both a challenge and an opportunity. If general practice is to fulfil its role as the anchor of community-based healthcare, it must reclaim public trust, reposition its value, and reassert itself as the front line of the NHS. This is not just about delivering care, it’s about being seen to lead it. That’s where strategic PR and communications come in.

A new era of community-based care

The NHS 10-Year Plan’s vision is clear: to shift the centre of gravity from hospitals to communities. This includes:

• Expanding roles for primary care providers;
• Establishing Neighbourhood Health Centres serving populations of 30,000–50,000;
• Integrating social care, mental health, and voluntary services around the GP;
• Encouraging proactive, preventative health over reactive treatment.

This model requires GPs to be more than service providers, they must become coordinators, collaborators, and communicators. They must lead multi-disciplinary teams, build local networks, and engage actively with their patients outside the clinical setting.

But for the model to work, the public must believe in it. And that means they must believe in their GP!

The reputation gap — and why it matters

In recent years, general practice has become the scapegoat for wider health system failings. Whether it’s the frustration of trying to get an appointment, confusion over new digital triage systems, or a lack of understanding about the pressures GPs face — perception has shifted.

Research by the King’s Fund and Healthwatch consistently highlights a growing gap between the public’s expectations and their experience. While GPs still rank as one of the most trusted professions, that trust is fragile. Once taken for granted, the relationship between doctor and patient is now transactional, and in some cases, adversarial.

And yet, we know that strong primary care improves outcomes, reduces hospital admissions, and creates healthier communities. The irony is painful: the very professionals needed to deliver the future of healthcare are the ones whose reputation is most at risk.

It’s no longer enough to be a trusted leader — GPs must be seen to be one.

PR and communications as a strategic lever

This is where PR and communications become critical. Traditionally, many GP practices have underinvested in this area, relying on NHS-wide messaging or assuming that good clinical care speaks for itself.

But in the current environment — where public opinion is shaped in real-time by local Facebook groups, news headlines, and personal experience, active reputation management is not a luxury; it’s a necessity.

Here’s how GPs can use communications to strengthen their public position:

1. Control the narrative locally

Every GP practice exists within a distinct community. Local media, patient networks, schools, councils, and voluntary groups all shape how the practice is perceived. Strategic communications enable GPs to proactively tell their story — not just about what they do, but why it matters.

• Share stories about successful patient outcomes or innovative community health programmes.
• Invite local journalists to visit the practice.
• Publish regular newsletters or updates on how the practice is evolving under the NHS plan.

This helps shift the narrative from “under pressure” to “leading change”.

2. Humanise the practice

People trust people, not systems. One of the most powerful tools in communications is storytelling — putting a human face to the organisation.

• Introduce the team on your website and social media, showing their expertise and personality.
• Use patient case studies (with permission) to illustrate the impact of your care.
• Share behind-the-scenes content that reveals the effort involved in delivering care.

When patients understand the dedication and pressure behind every decision, empathy and trust grow.

3. Engage digitally — but meaningfully

A practice’s online presence is now its front door. Outdated websites, confusing booking systems, or silence on social media can all feed frustration. But beyond functionality, digital channels offer a space to engage, educate, and reassure.

• Regular posts about seasonal health topics, new services, or team updates foster connection.
• Facebook and Nextdoor groups can be used to share information and dispel myths.
• Feedback mechanisms (like short surveys or Q&A videos) show that you’re listening.

Communications must be clear, compassionate, and consistent. If you don’t tell your story online, someone else will — and it may not be flattering.

4. Build community partnerships

Neighbourhood Health Centres are not just GP surgeries — they’re part of a wider ecosystem. That means partnerships matter.

By aligning with local charities, schools, youth groups, and faith organisations, practices can amplify their community leadership. Joint health initiatives, awareness campaigns, or co-hosted events build visibility and goodwill.

These collaborations should be actively promoted through press releases, case studies, and local media outreach. Visibility builds trust, and trust builds loyalty.

5. Manage crises transparently

Whether it’s negative media coverage, a practice closure, or a major complaint — how a GP practice responds to a crisis is just as important as the event itself.

Proactive communications planning, clear escalation protocols, and having a crisis comms partner or consultant on standby can protect reputation when it matters most.

Transparency is key. People don’t expect perfection, but they do expect honesty, accountability, and a willingness to listen.

Repositioning GPs as the pillars of future healthcare

The NHS 10-Year Plan gives general practice a central role in the future of healthcare. But for the system to succeed, the public must buy into the new model. That requires more than structural reform, it demands a cultural shift in how GPs are perceived.

PR and communications are the bridge. They connect the vision of neighbourhood care with the lived reality of patients. They shape not just what people know, but how they feel about their local practice. And ultimately, they help turn trust into action, whether that’s attending a screening, supporting a health initiative, or simply showing up with understanding instead of frustration.

This is the moment for GPs to step into the spotlight. Not defensively, but confidently. Not to defend the status quo, but to lead the future.

Final thought

For decades, general practice has been the quiet cornerstone of the NHS. But in an age of transformation, silence is no longer an option. GPs must become visible, vocal leaders — not just in the clinic, but in the community.

Through smart, strategic PR and communications, GPs can rebuild trust, reposition their value, and reaffirm their place at the heart of the NHS.

At Grey Sergeant Communications, we support GP surgeries and federations in developing robust communication strategies that reflect their values, enhance visibility, and align with NHS priorities.

If your practice or federation is looking to increase its local influence and lead confidently within the neighbourhood model, we’d be delighted to support you.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in marketing, communications, and engagement across the healthcare and non-profit sectors. Grey Sergeant provides strategic consultancy, helping businesses elevate their brand through integrated PR, marketing, media relations, social media, digital marketing, and events. For more information, contact michael.oconnor@greysergeant.com