‘Why’ is more powerful than ‘how’

New research published by RTI International, indicates that “brief exposure to emotionally compelling anti-iStock_000007008727Smallsmoking television ads, with messages about why to quit smoking, can influence a smoker to quit within a month, while ads about how to quit smoking do not influence smoking behaviours”.

The study, published in the American Journal of Health Promotion, found that smokers who viewed ads featuring emotionally compelling reasons why to quit, were substantially more likely to quit smoking after the four week period. However, ads with messages about how to quit smoking had no effect on an individual’s smoking behaviour. The study also highlighted findings that suggest ads containing messages about why to quit smoking, that also feature strong, negative emotions or graphic images can influence smoking behaviours.

To me, as a stop smoking advisor, this makes absolute sense. It is so important to help people find the best way for them to stop smoking – and stay smoke free. But they have to be at that point to really benefit from this advice. Telling people about NRT/Champix, the ‘not a puff’ rule, what withdrawal symptoms they can expect, and how it gets easier after the first few weeks is all very useful, but if they have not reached the decision that they want to quit, it will be of little use to them.

The graphic images in anti-smoking adverts and the emotional pleas about being there for your family do seem to have a great impact. I’ve met with lots of clients who have spoken about TV ads, such as the ‘fatty cigarette’ and the ‘artery’ advert, which shows fat being squeezed from the arteries… these images really do stay with people.

Even if they dismiss it at the time, it must filter through as people do turn up to our clinics with definite ideas of stopping smoking, and importantly, why they want to stop. It is part of our job as stop smoking advisors to keep reminding people of these motivations along their journey – especially through the tough weeks when they may be tempted to relapse.


Sue Melville, Stop Smoking Advisor (stop4life.co.uk / help@stop4life.co.uk / 02476 582 069)

The role of health and social marketing

Professor Kevin Fenton, National Director for Health and Wellbeing at Public Health England has recently been looking at the role of health and social marketing:

(This post originally appeared on Public Health England’s blog, Public health matters – https://publichealthmatters.blog.gov.uk)

“Everyone remembers those iconic public health adverts – the ‘fatty cigarette’ or HIV tombstone TV ads, for example. But there is a lot more to health marketing than memorable and creative ideas – did you know that smokers have ordered over 2.3 million Quit Kits since they launched? Or that Change4Life’s Meal Mixer app has been downloaded by over 833,000 people as part of their Healthy Eating programme?

One of Health and Wellbeing’s role is to design and deliver national social marketing programmes. It’s a high profile area and we are fortunate to have a great team under Sheila Mitchell working on it. In this post, I want to talk about why it is a critical part of our offer, the science behind health marketing and what’s on the horizon.

Today, no professional health marketer would argue that education – or even exhortation – alone will change people’s behaviour. Changing ingrained daily habits or, in some cases, overcoming dependency is extremely challenging and requires much more than good intentions on the part of the individual. It is not enough to know you should change, or even want to change if that something is harder, more expensive or less pleasurable than your current behaviour. But just as we accept that education alone is insufficient, we should also acknowledge that significant and sustained change can rarely be accomplished without large-scale citizen engagement.

There is plenty of evidence that marketing can be effective, but also plenty to show that it isn’t necessarily effective. To maximise the impact of PHE’s work, our approach is increasingly to create big, multi-dimensional campaigning platforms that work within the wider policy context and complement other levers such as taxation or legislation. In each case, we don’t simply broadcast messages: there is a full customer journey with a programme of support, including evidence based interventions like SMS support programmes, drinks tracker apps and financial incentives (funded by the commercial sector) to make change easier, cheaper and more rewarding. Our programmes are also built to support our local partners – allowing local authorities, the NHS, schools, third sector providers and others to showcase the on-the-ground support (local stop smoking services, exercise classes, cooking programmes etc.) that they provide.

Our approach is gaining in sophistication and we increasingly deploy insights and techniques from the behavioural sciences to boost effectiveness. For example, Stoptober ‘chunks’ the process of quitting – stopping for a month is less intimidating than stopping forever – and once you’ve made it to a month, your odds of carrying that on are very good. It gives daily evidence based support to participants and creates a social network of people who are stopping together and supporting each other along the way. We know it’s popular as 275,000 people signed up and we know it’s effective – participants are four-and-a-half times more likely to make it to 28 days than those who go cold turkey! The Stoptober team have also embraced the live testing used so effectively by commercial organisations like Amazon. They are testing 24 variants of the Stoptober sign-up page in the first phase of launch and will pick the most effective to increase overall sign up rates.

So, that’s on the horizon for marketing? I’m really excited about building on our great results in areas such as early diagnosis and tobacco control, and applying the creativity, energy and dynamism of marketing in new areas such as Health Checks and mental health. I can also see a huge potential opportunity to enhance our programmes that smartly applied technology presents. For example, over two million people have signed up to our marketing programmes already, and using that data more effectively presents an amazing opportunity. Change4Life already had three top 10 health apps with over a million downloads – how do we build on that?

We’re currently starting to develop our marketing plan for the next two years, and PHE needs to make sure we go from good to great. If you’d like to be part of that development process, do let me know.

I’d like to finish with our top 10 principles for health marketing – what would you add to the list?”

10 principles for great health marketing:

  1. Make it easy, fun and popular – this is the most important one!
  2. Embrace popular culture, don’t ignore it. Do you know what your audience watches, buys and feels? If not, then why not? The most popular media channel for young people is YouTube, so that’s where we focus our national investment.
  3. Have behavioural objectives, not ‘awareness’ objectives. Awareness isn’t a goal in itself – just because people know something, it doesn’t mean they will do something.
  4. Have deep insight into the way the target audience live their lives – if people buy their food daily on offer from low-cost supermarkets, then do we reflect that in the recipes we provide to them?
  5. Focus on the benefits of a product (more time with your grandchildren), not the features (a Health Check).
  6. Be evidence based and make sure your work is contributing to the evidence base – test, test, test.
  7. Be obsessed with User Experience – we know that context and heuristics matter disproportionately – make it as easy as possible to get involved and stay involved.
  8. Use behavioural science as a foundation when you’re building programmes – we know that rational linear theories of change, such as Prochaska, don’t work, don’t use them.
  9. Think big about the potential of technology – why can’t Change4Life give every primary school child an accelerometer based tool and promote mass intervention? Why can’t we take the pulse of millions via a mobile phone app and help if some have arrhythmia?
  10. Integrate with other policy levers and partners for bigger impact.

No Smoking Day 2014 – Our top tips to help

This years’ ‘No Smoking Day’ launches today (Wednesday 12th March) with ‘V for Victory’ as the national theme – highlighting the success, conquest, triumph, battle and vanquish over addiction.

Stop Smoking Advisor, Les Jackson, knows first-hand how important it is to kick the habit and has highlighted his top ten Optic Junior 027tips for anyone on their journey to creating a smoke-free future:

1. Pick a day: Don’t do it on your ‘monthly meeting with boss day’ or your cousin’s hen night – both events usually end in tears.

2. Don’t buy them: Sounds like common sense, but having them in the house, along with ashtrays and lighters is only going to hinder your attempt.

3. Save your cash: I bought my golf clubs; they didn’t help with my swing but it meant that I could get round the course without being out of breath – very rewarding!

4. Make toast: One of the biggest triggers is the kettle fag. Switch on the kettle and keep yourself busy by making toast. The food will give you a good start to the fag-free day.

5. Stand next to a smoker: You used to smell like that… honestly!

6. Tell yourself how good you are: Being alone is one of the trickiest things we encounter. Who would know? Well, you would for a start and that’s all that matters.

7. Do it with a friend: Couples quitting together give each other support, or do it with a colleague – committing to quitting together will enhance your chances.

8. The pen is mightier than the fag: Write your reasons to quit on post it notes and leave them on the fridge. This creates a cloud of reason; every time you feel like one, read your cloud out loud.

9. Visualise your future life: When you see yourself on top of the world, that’s how you feel. Seeing yourself as a none smoker is a powerful image. See it. Believe it. Be it.

10. Get help: Speaking to an adviser at a service like Stop4Life, will help with choices: is NRT right for me? How does it work? Why do I feel like smoking? These are all reasonable questions and well worth asking.

There is no silver bullet. What works, works.

Happy No Smoking Day!

Les Jackson(les.jackson@icecreates.com / 07885 712 340)

www.stop4life.co.uk / 0800 612 4580 / help@stop4life.co.uk

Offensive Advertising or Slick Media?

The ongoing rise in e-cigarette use has been covered this week in one of our ‘national Sunday reads’ – not however, in the health section, but the financial press. So what has them shining their spotlight on the issue? Advertising.

The advertising watchdog has begun public consultation on rules to address what it calls ‘public concern and uncertainty iStock_000007008727Smallamong advertisers’, after the TV adverts were deemed lewd and sexually suggestive. They were, and  it was not surprising. Is this not what the drinks industry did for decades? That’s the post-war decades; we haven’t seen this on TV since the 80s.

Let’s look at the facts. 1156 people complained and the ad was banned until after 11pm. It was shown during ‘I’m a Celebrity Get Me Out of Here!’, although I’m not sure it has the same audience as Midsummer Murders, so it’s clear who they are after! Using sweet flavours attract the young and make the act palatable. Where are the Capstan Full Strength or Woodbines flavours?

The advertising is working though. Usage cost £44m in 2012 and boomed to £193m in 2013. There’s been no data collected concerning the age range of users or of its efficacy in stopping smoking. As an advisor to young people aged 14 years and above, my anecdotal evidence is that it is not primarily hardened smokers who are using these, but youngsters who love the taste sensation. Is it a matter of time until the habitual use is transferred into nicotine use?

I heard a radio ad extolling all the dubious virtues of smoking; the friends gathering and gossiping, not being left outside the group and being a part of the ‘in crowd’ – all being used to hype up the Vaping Fad. However, £193m is not just a fad. It is becoming a way of life endorsed by advertising in a way we’ve not seen before.

I don’t know how much money has been spent on advertising to generate that usage, but my guess is that it is more than we spend on educating the young against smoking.

Shall we let the ‘tobacco giants’ declare that their advertisements are aimed ‘appropriately and responsibly’ for its target audience (wasn’t it them who taught us how to smoke in the first place)? Actually, who is their target audience if 80% of young people say they no longer, or have never smoked tobacco?


Les Jackson, ICE Creates Ltd (les.jackson@icecreates.com)

Rise and shine: the daily routines of history’s most creative minds

Benjamin Franklin spent his mornings naked. Patricia Highsmith ate only bacon and eggs. Marcel Proust breakfasted on opium and croissants. The path to greatness is paved with a thousand tiny rituals (and a fair bit of substance abuse) – but six key rules emerge:

  1. Be a morning person
  2. Don’t give up the day job
  3. Take lots of walks
  4. Stick to a schedule
  5. Practice strategic substance abuse
  6. Learn to work anywhere

In his book, Daily Rituals: How Great Minds Make Time, Find Inspiration and Get to Work; How Artists Work, Mason Currey shares his exploits to try to create the right atmosphere to develop his genius and creativity.

“One morning this summer, I got up at first light – I’d left the blinds open the night before – then drank a strong cup of coffee, sat iStock_000000278165Mediumnear-naked by an open window for an hour, worked all morning, then had a martini with lunch. I took a long afternoon walk and for the rest of the week, experimented with never working more than three hours at a stretch. This was all an effort to adopt the rituals of some great artists and thinkers: the rising-at-dawn bit came from Ernest Hemingway, who was up at around 5.30am, even if he’d been drinking the night before. The strong coffee was borrowed from Beethoven, who personally counted out the 60 beans his morning coffee required. Benjamin Franklin swore by ‘air baths’, which was his term for sitting around naked in the morning, whatever the weather. The midday cocktail was a favourite of VS Pritchard (among others). I couldn’t try every trick, I discovered oddly – my girlfriend was unwilling to play the role of Freud’s wife, who put toothpaste on his toothbrush each day to save him time. Still, I learned a lot. For example, did you know that lunchtime martinis aren’t conducive to productivity?

As a writer working from home, of course I have an unusual degree of control over my schedule – not everyone could run such an experiment. But for anyone who thinks of their work as creative, or pursues creative projects in their spare time, reading about the habits of the successful can be addictive. Partly, that’s because it’s comforting to learn that even Franz Kafka struggled with the demands of his day job, or that Franklin was chronically disorganised. But it’s also because of a covert thought that sounds delusionally arrogant if expressed out loud: just maybe, if I took very hot baths like Flaubert, or amphetamines like Auden, I might inch closer to their genius.”

Just recently, I have been adopting some similar habits to help me with my journey and to help support my role as CEO at ICE Creates – bringing my experiments of “what are the good habits for creativity and a little genius?” 12 months later and having seen this article in the Guardian, I was prompted to put my guiding principles on paper.

I have to say, my six guiding principles reflect closely those discussed by Mason Currey, with a noticeable difference to a couple…

  1. Be a morning person: Early to bed and early to rise is such a good habit. The fresh and new early hours of the day from 5.30am, for me, are such clear times; my energy is high and thoughts flow freely. After this, when I am at my best, I love to exercise if I can.
  2. Don’t give up the day job: For me, this is about linking what you do day to day with your purpose and passion. Our history heroes were driven and passionate. I would encourage you to do what you can to link your day job to your passion and skills.
  3. Take lots of walks: Changing your environment is so powerful; it helps your ‘level 1′ and ‘level 2′ brain connect in a different way… notice those ideas flow. Try it a few times, it takes practice to enjoy the walk and see what comes into your mind.
  4. Stick to a schedule: I call this fanatical discipline. Be strong and focused, set up a schedule and stick to it. Agree with yourself and others what you will do, by when and DO IT! No more or less – it will pay you great dividends.
  5. Practice strategic substance abuse: NO! NO! NO! This one is not for me or you, I would suggest. It’s not a path I agree with or endorse. BIG NO! However, I believe a modern equivalent is mindfulness. Practice meditation daily, even for just 10 minutes. It will refresh your mind and emotions and help your subconscious connect with your conscious self – same result, but legal and good for wellbeing!
  6. Learn to work anywhere: This is such a useful skill to practice and practice it you must, to be able to make the most of it. I travel a lot for work and I find I can work on the train, in a coffee shop, even a park bench! It really can make a difference to your genius. Absolute freedom from distraction may not be as advantageous as it sounds… I’m writing this cross-legged on the floor of my study!

puffellRoutine has a huge place in priming our brains and emotions for success. Consider the recent Olympic champion on her fourth gold medal run – trousers half up, hat on, talking to herself just as she does in training. Rituals and habits count. Make some for yourself, test them out and stay loyal to them as they work for you.

There’s a book that got me started on creativity and habits, ‘The Creative Habit’ by Twyla Tharp. As she says, “Learn it and use it for life”.

My gift to you is a free space, created for you to ‘be your best’ – for wellbeing and for happiness – www.puffell.com

I’d really like to know how you get on with your rituals and habits for creativity!


Stuart Jackson (stuart.jackson@icecreates.com)



Lean – what really makes it work?

Using lean as a methodology for driving change works. There are many proven results to back this up – be it within large imagethe smallest of organisations, the largest global business, or within the public and private sector. However, whilst some initial benefits can be realised, as a technical methodology, lean does not always realise the full benefits for organisations due to its lack of sustainability.

So, what holds back the sustainability?

ICE has taken the view that technical change must be coupled with people and behaviour in order to make long lasting, sustainable change. It’s called systems thinking for a reason and people are an integral part to most systems. In fact, in terms of resilience, the human sub-system is the most stable we know.

We whole-heartedly believe that change is a cycle. For good change, we call this continuous improvement and to enable this to happen, we must look to nature and science. We call this ‘So-Change’ – a model and paradigm that blends improvements in the processes and technology, with people resilience.

We know that goals and sustainability are achieved when actions and behaviours are tied into and aligned with people’s beliefs and purpose – that’s why we use a blend of social science (like psychology and behavioural economics) with communication and systematic thinking to help you understand, align, empower and achieve.

energyAs Einstein said “To continue to do the same things and expect different results is insanity.” An exclusively process-driven view of lean obscures the underlying reason for its power – without a deeper understanding, we limit our ability to fully benefit from its potential… insanity!

So, what makes So-Change different, I hear you ask?

So-Change is woven with every strand of knowledge and skills transfer, facilitating change, but also working with your staff to enable them to continue that journey, long after we have left them. Through this, we build an ‘inclusive’ process, bringing stakeholders at all levels of the process on the journey with us.

One of the great unintended consequences of a co-creative and co-productive ethos is that the practices of So-Change and the new way of thinking are normative learning – if you read to learn, you remember 10%, if you watch a demonstration you learn 30%, but the ICE way of empowering and coaching passes on 90% of skills and competency. This is just one of the core ways to maintain sustainability and a culture of continuous improvement.

Here’s just a sample of what we’ve created with our partners… or ‘clients’ to some!

  • Organisations with mandatory formal debriefs of both success and failure following new product launches average around 100% more revenue from new products in comparison to companies that don’t formally debrief – be inclusive and take the learning from all of the stakeholders to improve
  • When initial skills transfer and facilitation is led by an outside third party, the benefits of transformation increase substantially more
  • When the learning is captured through a proven methodology, the benefits are sustained and increase again
  • Organisations that apply these learnings to creating, continuously improving and strictly following decision-making criteria for the evaluation of potential of improvements, see return on investment; on average that’s around 10:1.

This research also points to a cautionary note regarding lean transformation. Given that change using lean moves so quickly, the learnings are less likely to be captured than in traditional, slower approaches and it is, therefore, essential to have a framework to support the transformation in order to affect sustainability.

We need to begin to think of ‘lean’ in a more innovative way – as a process that drives more efficient learning. So-Change does exactly this.

We would welcome the chance to come and talk to you about your dreams and goals and maybe explore some of your challenges. We can share how So-Change can help you create a better environment for learning and leading innovation to support the change you want in your organisation. Connect with us here.


Audience Segmentation: designing the way we engage

Do you ever ask yourself “how do I engage with everyone in a way that makes things happen, and that’s ‘sticky’ for my audience?”

Think about yourself… what type of sleeper are you: shallow and light, deep and unconscious? Do you move lots? Do you snore? Do you wake up lots or are you out for the count until eight in the morning?

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Now think about your citizens, patients and customers. What are you trying to get from them? What do you need them to do? How can you make the best use of a limited budget and set or resources?

It all starts with ‘audience segmentation‘ and ‘archetyping‘, and the scientific way ICE designs for engagement.

Everyone knows it is important to segment your audience. By dividing people in to sub-groups based around their interests, needs and behaviours, we can design relevant messages, services and programmes to influence them to change. But it’s not just about targeting your communications campaigns; it’s about designing the way we engage with customers, patients and the public in the most effective and efficient way. It’s about archetyping.

ICE has a scientific proven methodology of co-creating meaningful archetypes that resonate, and a simple 101 training camp to help you to understand and master the approach to repeat again and again.

To help you, here are ICE’s five top tips:

  1. Segmentation needs to make sense. Don’t just do it for its own sake: make it practical and purposeful. Segments need to be big enough to be worthwhile and relevant to what you are offering. Get the granularity you need without it being overwhelming. Move away from ‘we need to reach older people aged 65+’ and consider instead ‘what does this mean for newly retired couples, compared with the frail elderly living alone?’
  2. Segmentation needs to go beyond demographics. Using the above example, not all newly retired couples share the same needs and behaviours. Using demographics is a starting place, next comes attitudinal segmentation based on qualitative and quantitative insight you have gathered. For example, how would a service offering advice on healthy eating engage local people? What is their motivation for a healthier diet? This puts you in a position to influence their behaviour and deliver deeply satisfying experiences.
  3. Segmentation should lead to differentiated strategies and campaigns. While your service offer may be the same, it will appeal to a number of different segments for different reasons. For example, one segment may seek primarily long term health benefits, another to learn something new and a third, looking for social resonance. These three segments will recognise different benefits from the same offering and they will respond to different messages via different platforms.
  4. Segmentation should help you develop your services. As well as increasing your ability to reach and influence, allow segmentation to help you shape what it is you are offering and the customer journey.
  5. Segmentation doesn’t live with the comms and marketing team. Break out of the silo thinking that segmentation is only used by comms and marketing colleagues, otherwise it will fail to become embedded within the organisation. Involve everyone – commissioners, planning, strategy, service providers and front line staff. Share your insight and research to gain credibility across teams, include them in developments so that everyone involved owns it. This way, you put your audiences truly at the heart of the conversation.

If you’d like to know more about our approach and 101 training camps, connect with us here. We’d love to explore your world to listen, understand and offer our support to help you achieve your organisation’s unique needs and aspirations.

Help your communities to Choose Well

So far this winter, more than 415,000 people have attended A&E right across the UK. Not only that, but the latest Choose well Master Logo-01figures hitting the headlines tell a startling story…

  • Over 21 million attendances at A&E each year
  • 2,000,000 inappropriate attendances
  • Cost per attendance ranging from £59 to £124
  • A minimum of £118,000,000 could be saved annually.

Many GPs also find themselves consulting with patients who could manage their conditions themselves.

So, how can ICE help?

Working with NHS Manchester, their key stakeholders and target groups of citizens, ICE has developed a multi-lingual web platform to support citizens to make the right choices and to provide guidance on when to use health care services, broken down into three distinct sections:

  1. Self-care: Information, guidance and advice that an individual or carer can use to manage their illness, including symptom checkers
  2. NHS Health Services: When and why you should go to your GP and details of local services, chemists and GP practices, and how to use the 24 hour GP service
  3. At hospital: When to go to A&E or an Emergency Care Centre and when to use 999.

This site can be translated in 64 languages and information is supported by easy to follow videos.

You can view the website by clicking here

For as little as £3800 and depending on your chosen specification, this can be live in your area within 10 working days.

We’d really like to help you make the most of the Choose Well initiative and start saving now. Click here to connect with a member of our team or call 0845 5193 423

In times of change, how do you get your team used to feeling uncomfortable?

We all know how difficult change is. Fire and Rescue Services have so many changes happening right now; your blocksteam feel vulnerable, behaviours change and can be unpredictable. In challenging times, what we need is collaboration.

But how do you achieve this culture shift?

Maybe there is a way. We call it “So-Change” and it’s all about an appreciative, strengths-based approach.

With over 10 years of learning from Fire and Rescue Services, and public sector services, ICE have delivered outstanding results by co-creating organisational development programmes that work, that sustain and pass on learning to empower your teams and your communities.

SO-Change focuses on thinking and acting as a whole system, understanding that organisations are organic and complex, but recognising that those who create own and those who own, use.

No two ICE programmes are the same, as no two organisations are the same. Some of the principles and methods we have developed for Fire and Rescue Service specific approaches, systems thinking and cultural change, include the ICE Talent Map tool and the 7Es change process.

Talent Map will help you recruit a team that are values-aligned to your organisation. For succession planning and performance leadership, it will help you identify and create meaningful conversations with your staff.  For a free experience of this tool click here and we will send you a login code.

all together7Es is a new paradigm of change, which sees organisations, citizens and stakeholders working together to co-create a future in which they are all committed to playing their part in a journey of improvement, sustainability and partnership working. The model uses a blend of organisational and social change skills to bring about ultimate change for both the organisation and the customers that it serves. It has a proven track record of delivering increased performance and efficiencies for the host organisation, whilst meeting the needs of their customers and providing a truly customer-centric culture.

 We can help you quantify and increase the energy available to your organisation. Here is an equation we use to understand how to measure the energy available to you:

 Eo = Ei + Ed – En – CE

Eo: The energy available to an organisation for doing value-added work (output energy)

Ei: The normal amount of energy employees bring to their work (input energy)

 Ed: The amount of discretionary energy employees bring to their work when they are feeling highly motivated and committed

 En: The normal amount of employee energy needed to keep the organisation functioning when everything is going well (overhead energy that is not devoted to value-added activities)

CE: The amount of cultural entropy (energy required to overcome the dysfunction, disorder, frictions and inefficiencies in an organisation)

We would relish the chance to meet with you, to explore your world and listen, understand and offer our support to help you achieve your goals and ambitions. ICE supports leaders in public facing organisations and communities to engage and build values-driven, purposeful and positive futures .

Click here to connect with a member of our team and discuss your organisation’s unique needs and aspirations.

Do you have some tough tobacco control challenges to tackle in 2014?

Do you have some tough tobacco control challenges to tackle in 2014? Do you want to maximise the outcomescigs of your stop smoking services? Are you wrestling with issues such as e-cigarettes or DNA management?

If so, then we have tried and tested solutions drawn from our experience of working with providers and commissioners up and down the UK, on tobacco control projects. We are uniquely positioned as experts in behaviour change, service design and service delivery – commissioned by seven local authorities for stop smoking services.

Smoking rates are a major contributor to health inequalities and understanding why people smoke is key to helping them shift their behaviour and make positive, long-term health and lifestyle choices. Our social marketing experts and health intervention workers have the proven skills and expertise to help you engage hard-to-reach groups, achieve your quitter targets and reduce smoking prevalence in the heart of local communities.

In the West Midlands, our team of stop smoking advisors are routinely exceeding quality outcomes – including conversion rates of between 70% and 92% in some areas.

DSC_0154Our end-to-end service solution is all about scoping, planning and delivering behaviour change interventions with local people – and measuring social impact. So, for anyone looking to reshape social norms and support sustainable behaviour change around smoking cessation, we’ve developed a proven framework to help you deliver effective intervention in your communities:

1. Maximise outreach and community engagement: Stop smoking advisors can target groups on their own terms and ‘on their turf’ – in non-traditional settings ranging from leisure centres to workplaces. This is underpinned by strong, local relationships with statutory, voluntary and community organisations.

2. Harness appreciative inquiry and motivational interviewing: These techniques examine the behavioural patterns around smoking to maximise the impact of the brief interventions, focusing on a benefit-led journey to reduce the possibility of people not following-up.

3. Use trained staff, with an underlying philosophy of coaching: Ensuring all staff are fully trained in effectiveness, Social media on the gotogether with practical coaching skills, is essential. Smoking cessation professionals can combine the use of cognitive and behavioural techniques to help clients to modify their performance interfering thinking (PIT) into performance enhancing thinking (PET) – changing their self-defeating behaviour, thinking, attitudes and beliefs.

4. Maximise latest technologies to engage citizens: Managing relationships is key, so using electronic tools to capture and manage smokers through their journey is hugely beneficial. SMS text messages can be sent automatically to remind people of their appointment and to motivate people to stay smoke free.

The need to evidence these outcomes is greater than ever, so, if you would like to know more about our proven framework for change and how it could work for you, connect with us here.


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