Lessons Learned on Social Licence and Communications from the National Trust’s Culture War Response

In recent years, the National Trust has found itself at the center of a culture war, largely driven by a segment of "conservative" activists who disagreed with the organisation's decision to reflect, and provide context on the properties it manages in relation to historic slavery and colonialism.

The trust’s approach to this issue provides important lessons on social licence and communications, especially for organisations working in the public sector or engaging with broad and diverse audiences.Social license is the ongoing approval society gives to a programme and involves working within the local community and engaging other stakeholders.

1. Open Engagement and Communication

One of the key lessons from the National Trust’s experience is the importance of clear, proactive communication. The Trust reasserted its values and mission by clearly stating its stance and reasons for including more comprehensive historical narratives at its properties. By being transparent about its motivations, the Trust avoided appearing reactionary or secretive, a strategy that is essential in maintaining a social licence. Maintaining trust with the community hinges on transparency. Organisations must clearly communicate their goals and changes, particularly when they involve contentious issues. Taking a proactive approach shows to stakeholders that the organisation is open to engaging, rather than being defensive..

2. Stakeholder Inclusivity and Balance

The National Trust learned the importance of balancing the interests of different stakeholders. While a portion of its members and the public may have been uncomfortable with certain historical narratives, there were also powerful voices advocating for a more inclusive, reflective history. The organisation took steps to address all sides by promoting openness and explaining how its approach still aligned with its overall mission of heritage preservation. Inclusivity is a pillar of social licence. Organisations that listen to all stakeholder groups—especially underrepresented voices—are more likely to gain long-term acceptance. With the National Trust, giving voice to diverse perspectives helped it establish credibility with those who might otherwise feel marginalised.

3. Resilience Against Political Pressures

During the controversy, the National Trust faced pressure from both media and political figures who used its actions to fan a broader culture war. Despite this, the Trust maintained its course. This proved crucial in maintaining its credibility, as backing down in response to political noise could have eroded its social licence.

Social Licence Insight: Resilience in the face of political or cultural pressures is key. Organisations must remain committed to their core values and missions, even if it means facing backlash. This long-term approach builds trust among supporters and stakeholders who value consistency and integrity.

4. Aligning Actions with Mission

Throughout its response, the National Trust remained consistent with its broader mission to educate the public and protect heritage. By tying its controversial decisions back to its core values, the National Trust could defend its choices as part of a broader responsibility to tell the full story of the sites it manages. Organisations can strengthen their social licence by ensuring that controversial decisions are framed within their broader mission. This alignment helps justify actions to stakeholders who may otherwise question the organisation's direction.

5. Effective Use of Media and Storytelling

Another key takeaway is how the Trust effectively used media to share its narrative. Rather than solely relying on traditional press releases, the Trust engaged with digital platforms, offering detailed explanations, historical context, and showcasing its experts. This allowed it to control its story, rather than allowing detractors to dominate the narrative. Controlling the narrative is critical, especially in the age of social media. Organisations must actively engage in storytelling that highlights their motivations, efforts, and outcomes. This prevents misrepresentation and ensures that the public has access to the full picture, fostering greater trust.

6. Long-Term Vision

While the immediate backlash may have been intense, the National Trust took a long-term view, believing that its approach would resonate more with future generations. Its willingness to weather short-term criticism for the sake of long-term educational integrity shows a commitment to future-proofing its social licence. Social licence is a long-term investment. Organisations should not be swayed by immediate negative reactions if they believe their actions align with long-term social and ethical goals. Social licence often depends on forward-thinking strategies that expect the changing values of future stakeholders.

The National Trust’s experience in navigating the complexities of culture wars offers valuable lessons for any organisation looking to maintain or strengthen its social licence. By actively engaging, including everyone, being resilient, aligning with its mission, and taking a long-term view, the National Trust could protect its position and gain more support from its loyal followers. For public sector organisations, where the expectations of transparency, accountability, and social responsibility are high, these lessons are essential for maintaining public trust and approval.

By applying these principles, organisations can better navigate contentious issues, maintain their credibility, and secure long-term acceptance from their communities and stakeholders.