BackPUBLIC AFFAIRS
It is rather ironic that a branch of communications synonymous with discreet influence should so often be associated with indiscretion. Done well public affairs is a very credible means of helping businesses achieve concrete objectives - yet over the years it has been undermined by numerous lobbying scandals. Which is why, I believe, public affairs must be more transparent in terms of process and more honest about its intentions. No just to allay the concerns of critics, but to operate more effectively.
There should be an emphasis on trust – and key to building trust is the provision of accurate, evidence-based, balanced and timely information to all the various stakeholders in the public affairs ecosystem and the wider influencers, such as the media and think tanks. As a strategic communications professional and advocate, I firmly believe that my clients’ share of voice should extend across all the various stakeholder groups to maximise impact.
I strive to do this by adopting a holistic approach, which includes influencer mapping to help to optimise outreach as well as reputational risk analysis to identify and mitigate vulnerabilities that may prevent building broad support amongst stakeholders. An example of the latter might be to encourage a client to adopt and implement pro-ESG policies as a means of building relations with politicians and government officials, who these days are more inclined to listen to organisations that treat their staff, suppliers and customers well, and care for the environment.
But none of this happens overnight. Building relationships with multiple stakeholders to establish a coalition of support takes time, planning and resources. Yet there are a lot of misconceptions about the process and mechanics of influence. Many clients expect immediate results, mistakenly believing that public affairs professionals can exert critical influence at the drop of a hat.
As I do with my public relations work, I manage expectations from the start, explain the process of establishing stakeholder networks and seek to ensure clients are aligned with my holistic approach. Setting realistic, achievable goals is central to this approach, so too is having robust strategic communications tactics in place to deliver them, for instance plans for creating compelling content for conversations with the right people at the right time to influence outcomes.
I think the public affairs methodologies of old, often based on personal connections and networks, may have been appropriate for their time. But they are fraught with risks, as the scandals linked to them have underlined. The emergence of a more open and progressive society, in which commercial and political players are under so much scrutiny, requires a transparent approach, based on tried and tested communications strategies.
That’s not only important for businesses looking to influence outcomes. Public affairs, I would argue, has the potential to play a critical wider role: that of supporting democracy by facilitating dialogue between the public and government. This capacity alone, I believe, is a strong argument for a change in tactics.
