It is unusual to have out and out enemies but you will be surrounded by organisations and individuals that you have a semi-friendly relationship with. These could though tip over into something darker if circumstances changed. For that reason you ought to keep a check on what your frenemies are up to in terms of their public affairs.
It does not take just darker times for those frenemies to be talking you down or arguing for issues that may not fit your agenda. Frenemies may be competitors but they can also be trade unions / staff, trade bodies – in essence from anywhere across your stakeholder network.
Let’s take a few examples:
• Competitors – they could be working with you but there is no guaranteeing that behind the scenes, in other words away from your gaze, they are being as constructive as you would like them to be. Consistency of approach can be valuable but you must always preserve your right to campaign for yourself.
• Trade unions / staff – it remains the case that many organisations do not work closely enough with their key allies – their staff. It should not just be a case of engaging with them but wherever possible utilising their support pro-actively. Your staff are your best champions and best spokespersons. However, unless you engage with them in a way that empowers them you run the risk of adverse comment especially in a crisis situation.
• Trade bodies – bringing together the views of a number of different members can lead to a ‘flattening’ of policies or a concentration on easier or less challenging policies. This may not suit your position so whilst your frenemies are not being unhelpful, you may need to supplement the campaigning.
An appreciation of the role of frenemies also means taking a more cross party approach. For instance, whilst Google executives in the US advised Obama it is the case that Democrats do sometimes favour regulation. This means that the Republicans, not necessarily natural friends to some in the tech sector, can be beneficial to have on-side as well.
If you maintain an exclusive relationship with the obvious candidates then you risk entrenching positions and perhaps opposition of enemies. The parties and other stakeholders know what you stand for and what your position is. Through your own action you can lose the ability to surprise.
It can also be important to retain your right to campaign against friends. This can have the most impact. The element of surprise can make people sit up and take notice in a way that they might not otherwise do.
The whole concept of having political enemies fails to recognise the potential for common ground that can benefit both for positive campaign engagement and the development of solutions. These are the basis for good public affairs.
So ask yourself your questions:
Who are they meeting?
What issues are they campaigning on?
Who are they putting forward, which individuals?
When did they start – are you behind the curve?
Where do they network – members of what organisations, attend what events etc.?
If you understand your frenemies then you can:
Learn from others
Be inspired by others
Don’t let them get ahead of you
Make sure you are not making any silly mistakes or missing any obvious opportunities
So keep your frenemies close.