The art and science of listening in government communication

I was inspired by the discussion led by Jacqueline Lambiase Ph.D. and Dr. Ashley E. English at the 3CMA conference last week. Their conversation on intentional listening in government communication reinforced how vital this practice is for building trust and engagement in public relations and public sector communications. These experts blend academic knowledge with practical experience, demonstrating that public relations is both an art and a science, especially within government.

The essential role of listening in public relations

When most people think of public relations, they often turn to the Public Relations Society of America (PRSA) for guidance. PRSA defines public relations as “a strategic communication process that builds mutually beneficial relationships between organizations and their publics.”

While accurate, this definition only touches the surface. The more profound power of public relations lies in the art of listening—not just collecting feedback but integrating it into actionable decisions.

Jacqueline and Ashley emphasized that listening isn’t the sole responsibility of communication professionals—it must be a priority across all levels of government and in all levels of any organization you work in.

Whether through budgeting, planning, or community development, it’s crucial to involve all voices, not just the loudest ones. Public servants must understand the "why" and "how" to serve their communities effectively.

The connection between listening and public trust

Public trust in government has been steadily declining over the decades.

According to Pew Research, trust in the federal government has remained below 30 percent since 2007, with only 20 percent of Americans trusting it to do the right thing most of the time.

This is a significant decline from the 1960s when three-quarters of Americans expressed trust in their government. The Edelman Trust Barometer echoes this, showing that 42 percent of Americans distrust their government due to growing polarization, economic anxiety, and disinformation.

In contrast, state and local governments continue to enjoy higher levels of trust. 57 percent of Americans trust their local government, and 52 percent trust state government. This suggests that citizens feel more connected to and heard by their local leaders, who often address immediate community needs.

Listening and engaging with communities is a crucial part of rebuilding this trust. Governments that actively listen to their constituents—acknowledging their concerns and showing a genuine willingness to act—begin to restore credibility.

When citizens see their feedback leading to meaningful change, it reinforces the notion that their voices matter, which is essential for re-establishing trust. Public trust hinges on responsiveness, transparency, and a commitment to act on the public’s needs.

Moving beyond traditional feedback processes

Governments have long-established channels for public feedback, such as city council meetings and public hearings. While these offer citizens access, they often fall short of fostering genuine engagement. A three-minute timer at a city council meeting can’t provide the space for in-depth conversations, and relying solely on formal structures limits actual participation.

To move beyond these traditional methods, governments must create new opportunities for community engagement—venues where people feel heard outside rigid settings.

Hosting neighborhood events, focus groups, one-on-one interviews, or listening sessions allows for more flexible, meaningful interactions. These alternative spaces ensure that a broader range of voices can be heard and included in the conversation.

Like other agencies in our department, we’ve adopted a multifaceted approach to listening and engaging with customers, for example:

• We conduct public opinion research every two years to capture broad community concerns and identify key priorities we can incorporate into our operations.
• We engage with key stakeholders—elected officials, thought leaders, and major utility customers—by meeting one-on-one to gather their insights and perspectives. This approach allows us to build strong relationships, understand their unique concerns, and incorporate their feedback into our planning and decision-making processes.
• We organize targeted focus groups and polls for specific projects or issues to gather insights that help shape our communication strategies and address concerns within our processes.
• Through events like State of Water, we inform the public about our efforts to maintain water reliability while creating an open forum for customers to voice their concerns and engage with us directly.
• We attend association meetings to connect with customers in their own spaces, listen to their feedback, and share updates, fostering meaningful, two-way communication and deeper understanding.

By consistently seeking feedback, adapting our approaches based on public input, and remaining transparent, we can ensure our efforts align with the community’s needs and maintain strong, collaborative relationships with those we serve.

Embedding listening into government operations

Listening isn’t the job of one department or leader—it should be embedded across all levels of government. A recent survey by Jacqueline and Ashley of city managers and communication professionals showed that while city managers are often seen as the primary listeners, communicators play a vital supporting role. However, everyone in government must share the responsibility to listen and respond.

They also emphasized that effective listening means creating open, welcoming spaces for dialogue, even when it involves hearing uncomfortable truths.

It also applies internally, with employees’ insights being as valuable as public feedback in driving meaningful outcomes.

Building trust through active listening

Listening is not just a task—it’s a commitment to the community. Governments show that they respect and value the people they serve by listening. When governments prioritize listening, they go beyond building relationships and establish lasting public trust. This proactive approach turns government from being simply a source of information into a responsive, engaged partner with the community.

"Listening is a precursor to trust," Jacqueline Lambiase

When governments prioritize listening, they go beyond building relationships—establishing lasting public trust. This proactive approach turns government from being simply a source of information into a responsive, engaged partner with the community.

Governments must embrace listening as a central strategy in a time of declining trust. Jacqueline Lambiase and Ashley English illustrate this perfectly, showing how intentional listening can transform government communications and help rebuild trust from the ground up.