In a previous post, ‘Moving Beyond the ‘Ask’,’ I argued that public affairs needs to move away from its traditional focus on having an ‘ask’ and instead offer a ‘proposition’.
Politics and government are simply too complex for any organisation to simply make demands, however compelling they may think the argument is. Thinking about securing influence by having a clear ‘ask’ is to think only in terms of competing demands which could lead to the loudest voice ‘winning’. Instead, the emphasis needs to be on building a credible proposition. That means being able to show any audience what they can contribute, convene or deliver to help achieve shared goals. The emphasis is in partnership and collaboration.
But what does that look like in practice?
To help turn that idea into action, I have devised a simple framework: PROPOSE. Its aim is to provide a reminder that the most effective public affairs work today should aim to create the conditions to allow government to say ‘yes’. To make that decision as obvious and simple as possible.
P – Partnership
Influence is rarely as simple as one organisation or individual making a case to government. It is built in collaboration and partnership. This means building relationships with a range of stakeholders, across politics, business, civil society, local government and beyond meaning that central government is not your only audience. The development of partnerships shows that you know and understand the needs of government.
R – Reframe
Ensure that you have moved on from the ‘ask’ and from ‘what we want’ onto ‘what we bring’ and ‘how we can work with you.’ It is important to link your objectives to shared policy priorities – at the current time in line with the Government’s missions – so that you and your issue can be easily seen as part of the delivery agenda.
O – Offer Value
You need to be able to demonstrate what you bring to the table: a pilot project, new data, a coalition, or convening power. Policymakers always value practical examples that demonstrate how an idea works especially in an era of evidence-based policy making.
P – Purpose
Be clear that your reputation is strong and grounded in the value your deliver, whatever audience that may be for. Showing how your values and activity align with the needs of stakeholders will help show that your interests aligns with wider societal outcomes.
O – Open Engagement
At the heart of developing a relationship with any stakeholder, is the need to listen as much as advocate. Insight gathered from listening makes only makes your arguments stronger if you reflect upon on it. Open engagement needs to be continuous, not transactional.
S – Shared Ownership
Change is only secured when government can see that a lot of the hard work of bringing a range of stakeholders into the solution has already been done. The more that you can drive that work forward, the more likely it is that change will be successfully secured.
E – Examples
Always have the evidence and examples on hand so that you can justify your arguments. That means having data, real-world stories, and projects that you can point to and refer to. Evidence shows that you are serious and not simply trying to push a narrow interest.
The PROPOSE formula can be used to help shift thinking from ‘What can we get?’ to ‘What can we contribute?’
It helps to position organisations as partners rather than petitioners. It shifts the position one of simply lobbying for a change to one of advocating by developing long term relationships and building coalitions of interest. A change of government or minister will always need to be reflected in any campaign but PROPOSE can help develop solutions that can manage such choppy waters.
Public affairs has always been about influence. But you cannot simply demand influence, it must be earned and developed through partnership, reputation and proof.