Why reputation will be the new currency in General Practice

If I could offer just one piece of advice to GPs navigating the next phase of healthcare reform, it would be this: reputation is about to become your most valuable asset. Not your patient list, not your building lease, not even your CQC rating but your reputation.

Reputation management

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.

We're now working with GPs and PCNs to help them define their brand, engage their communities, and build trust. Here at Grey Sergeant, we offer 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, we'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 PR, 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