The Power of Storytelling in Local Politics: Lessons from Cllr Gavin Callaghan

In today’s fast-moving, hyper-connected world, where public trust in institutions is increasingly fragile and attention spans are measured in seconds, the ability to tell a compelling, authentic story has become one of the most vital tools in a local leader’s arsenal. It’s no longer enough to simply deliver services or publish reports leaders must be able to communicate vision, values, and purpose in a way that resonates with real people, in real communities. As Cllr Gavin Callaghan, Leader of Basildon Council, powerfully puts it:

“Politics is the art of competitive storytelling.”

This isn’t just a catchy phrase it’s a call to action for anyone working in or around local government. In our recent conversation on The Truth About Local Government podcast, Gavin offered a candid and deeply insightful reflection on what it means to lead with authenticity, communicate with clarity, and build trust in a complex and often hostile political environment. This blog distils the key lessons from that conversation lessons that every local government officer, from aspiring councillors to seasoned directors, can take to heart. Whether you’re shaping policy, managing services, or engaging with residents, these insights will help you think more strategically about how you communicate and why it matters.

1. Storytelling Is Strategy

Gavin’s central thesis is clear and compelling: storytelling isn’t a soft skill or a nice-to-have it’s a strategic imperative for modern political leadership.

“Ultimately, it comes down to who tells the best story. The days of traditional left and right in politics are over. Now it’s about who can tell a story of fairness, ambition, hope, and the future.”

In a fragmented media landscape, where residents are more likely to scroll than to scrutinise, the ability to cut through the noise with a clear, resonant narrative is essential. People are no longer voting purely on party lines they’re responding to stories that reflect their values, their aspirations, and their lived experiences.

For Gavin, this means being present where people are on social media, in community spaces, and in the everyday conversations that shape public opinion. It means speaking in plain language, avoiding jargon, and showing people not just what the council is doing but why it matters.

“Every constituent should know who you are. They’ve all got a Facebook page. They’re all sat there with various different social media channels. It’s your job to get yourself on those timelines and feeds.”

This is not about spin or performance. It’s about clarity, consistency, and connection. It’s about crafting a narrative that helps people make sense of what’s happening in their community and see themselves in the story.

2. Credibility Comes from Connection

What makes a council leader a credible and trusted storyteller? According to Gavin, it’s not about charisma, polish, or media training. It’s about connection genuine, grounded, and ongoing connection with the people you serve.

“If you’re connected to your community, if you understand what’s going on, if you do your stakeholder mapping and relationship management, then you can tell the story of what’s happening in your area.”

This connection isn’t built in press releases or policy briefings. It’s built in the everyday work of listening, learning, and responding. Gavin describes council leaders as “ambassadors” and “spokespeople” for their communities roles that require visibility, empathy, and a deep understanding of local realities. “I say to my councillors all the time: what’s in your post box? What’s coming through your inbox? What’s your casework looking like?” These aren’t rhetorical questions they’re practical tools for staying in touch with the pulse of the community. From housing repairs to bin collections, from planning applications to anti-social behaviour, the issues that land in councillors’ inboxes are the raw material of local storytelling. They reveal what matters to residents, what’s working, and where trust is being tested.

Gavin also emphasises the importance of internal dialogue regular meetings with councillors, officers, and stakeholders to share insights, challenge assumptions, and build a shared understanding of what’s happening on the ground.

“I had a two-hour meeting with my councillors just last night, talking about housing. That enables you to be authoritative when you talk about repairs, about how tenants are being treated, about how we’re dealing with the regulator.”

This kind of grounded, informed leadership doesn’t just build credibility it builds confidence. When residents hear a leader speak with clarity and conviction about the issues that affect their lives, they’re more likely to listen, to trust, and to engage.

3. Communicating Across Divides

Basildon is a borough of contrasts home to both some of the highest levels of child poverty in the country and some of Essex’s most affluent neighbourhoods. It’s a place where economic inequality is not just a statistic but a lived reality, visible from one street to the next. For any council leader, this presents a profound communications challenge: how do you speak to everyone, when their experiences of the same place are so vastly different?

“Even the name ‘Basildon’ can be a problem. If you live in one of the other four towns, you might not associate with it.”

This insight from Gavin highlights a subtle but significant issue: identity. In a borough made up of five distinct towns, the very language used in communications can either unite or alienate. A one-size-fits-all approach simply doesn’t work. To bridge these divides, Gavin and his team rely on a mix of data, dialogue, and discipline. Focus groups help uncover what really matters to residents. Regular communications reviews ensure that messaging stays relevant and responsive. And above all, there’s a commitment to clarity and consistency.

“Our whole mantra here is about believing in Basildon. But we’re evolving that now Basildon is getting better. People can see the transformation.”

This evolution of message isn’t just branding it’s storytelling in action. It reflects a journey, a sense of progress, and a shared aspiration. And crucially, it’s rooted in authenticity.

“Whatever your politics, it’s about being authentic. The best thing someone can say to me is: ‘I don’t agree with everything you’re doing, but I understand why you’re doing it.’”

That kind of understanding doesn’t come from spin. It comes from honesty, empathy, and a willingness to meet people where they are geographically, emotionally, and politically.

4. The Personal Cost of Public Service

One of the most sobering parts of our conversation was Gavin’s reflection on the personal toll of political leadership in today’s climate. While much of the public sees councillors as distant figures, the reality is far more intimate and far more vulnerable.

“We just had a by-election where they spent seven weeks attacking me. If I had a pound for every time I was reported to the police, I’d be a millionaire.”

The abuse wasn’t just political it was personal. Gavin spoke of having his home address shared online, of threats to his family, and of the emotional strain that comes with being constantly under attack. It’s a stark reminder that local politics, for all its proximity to community, can be a deeply isolating experience.

“There was chatter about my daughter’s nursery being shared online. That’s not where politics should be.”

And yet, despite this toxicity, Gavin remains committed to transparency and public engagement. He sees it not as a choice, but as a responsibility.

“We’re not MPs who can escape for half the week. We’re here 24/7, 365 days a year. This is our community too.”

His advice to fellow councillors is both practical and poignant: protect your mental health, don’t read the comments, and remember that your reputation matters not just for your political career, but for your life beyond it.

“There will be life after your Council term. You have to protect your reputation locally.”

This is a powerful call for greater support, empathy, and resilience within the sector. If we want to attract and retain good people in local government, we must acknowledge the emotional labour of leadership and do more to protect those who step up to serve.

5. Building a Modern Comms Machine

So what does effective communication look like in practice? For Gavin, it’s not about flashy campaigns or viral moments it’s about consistency, clarity, and content that reflects real priorities.

“Your comms should be about what you’re delivering and what you’re trying to deliver. It should be about your vision.”

That vision must be clear, measurable, and constantly reinforced. In Basildon, that means hammering home the “Five in 2025” priorities: fixing the bins, regenerating towns, turning the lights on, backing businesses, and keeping communities safe. These aren’t just slogans they’re anchors for every piece of communication, from Facebook posts to council meetings.

“We’re getting about 20,000 people a week watching our Facebook Lives. In the last couple of months, we’ve had 2.8 million visits to the page.”

This level of engagement doesn’t happen by accident. It requires investment in people, in platforms, and in planning. Gavin is clear: comms is not a luxury. It’s a core function of leadership.

“Don’t let your comms be cut. It’s such a vital department within the Council.”

He also stresses the importance of using multiple channels. While digital platforms like Facebook Live offer immediacy and reach, traditional methods leaflets, newsletters, local press still play a crucial role, especially for residents who are less digitally connected.

“You’ve got to do the hard yards. Don’t lose sight of the bread and butter.”

Ultimately, building a modern comms machine is about more than technology. It’s about trust. It’s about showing up, speaking clearly, and staying true to your message even when the going gets tough.

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6. Looking Ahead: The Future of Local Government Comms

Where is local government communication heading? According to Cllr Gavin Callaghan, the future lies in agility, innovation, and a willingness to meet residents where they are whether that’s on Facebook, YouTube, or TikTok.

“You’ve got to be thinking about votes at 16. You’ve got to be thinking about channel shift. And you’ve got to build flexibility into your comms plans.”

The days of relying solely on press releases and local papers are long gone. Councils must now think like broadcasters streaming updates, producing video content, and engaging with younger audiences on emerging platforms. But Gavin is clear: innovation must not come at the expense of inclusion.

“Don’t lose sight of the bread and butter. You’ve got to do the hard yards.”

Leaflets, newsletters, and local press still play a vital role especially for residents who are digitally excluded or prefer traditional forms of communication. The future, then, is not about abandoning the old, but blending it with the new.

7. Legacy and Leadership

As our conversation drew to a close, I asked Gavin what he hoped his communications legacy would be. His answer was simple, yet profound:

“I’d like to think the public could always say whether good, bad or ugly they knew who I was, what I was doing, and why I was doing it.”

That, in essence, is the heart of effective local leadership. Not perfection, but presence. Not spin, but sincerity. Not just telling a story but living it.

Final Thoughts: What’s Your Story?

For local government officers, the message is clear: storytelling isn’t a luxury it’s a leadership skill. Whether you’re shaping policy, managing services, or engaging residents, your ability to communicate with clarity, credibility and compassion will define your impact.

So ask yourself:

• What story are you telling?

• Who’s hearing it?

• And do they believe it?

Because in the art of local politics, the best story doesn’t just win votes it builds trust, inspires action, and leaves a legacy.

 This blog post was sponsored by Alliance Leisure, the UK's leading leisure development partner, specialising in supporting local authorities to improve and expand their leisure facilities and services. Click the logo above and check out their website and services.