The requirements of effective political engagement change over time. It is, however, too easy to stick with tried and tested routes or approaches. A failure to appreciate that the expectations and needs of Government change will ultimately mean your public affairs will be in vain.
Public affairs is about influencing public policy outcomes. But effective campaigns need a periodic re-assessment of the rules of engagement to be undertaken. Of course there is an element of electoral imperatives and political processes, through Parliament etc…, but rules also change because of corporate behaviour, societal changes and the changes in the nature of the media.
So what are some of the rules currently?
- Transparency – as politics and business have opened up the information they provide, the same expectations have been applied to others – charities, NGOs, trade bodies, other parts of the public sector etc. Transparency is also about engagement and involvement. The opportunities delivered by social media means that stakeholders expect to be able to play a role in decision-making, expect to understand exactly what policies are being pursued and why; and expect the ‘facts’ to be readily available to those Organisations hiding behind barriers, real or imagined, will be less effective.
- Live by your own rules – transparency is just the start. Now organisations are expected not just to have policies and approaches in place but to absolutely abide by them. This is an area where reputations are coming under particular strain. Most organisations know what they need to say but the expectation now is that they, and their people, will actually adhere to the very highest ethical standards. An extra dimension for listed companies appears to be the rise (again) of shareholder activism. So whether it is fundraising, supply chains, taxation or emissions testing, there are both general expectations of behaviour and those that are set by the organisation themselves.
- Engagement means dialogue – the principles of effective social media are being applied more widely. Engagement is becoming a dialogue rather than a narrative. Organisations can no longer simply sell themselves or their case to political audiences but are instead expected to take feedback on board, make changes and actually listen to what is being said! There may be a local constituency element to such feedback or something wider but the engagement needs the ability to listen and take action, as well as selling a case.
- The all-powerful State – in the UK at the moment, the role of the State appears to be increasing rather than diminishing. Whilst expectations may expect that a majority Conservative Government would want to rely less on the State, the reality appears to be that the State can be employed for specific, often public health, reasons. Whether it’s a sugar tax, the apprenticeship levy, the increasing use of regulation, or telling the BBC when to show programmes, the State is no longer as “off the table” as it once was. In addition, the nature of the State is changing. Devolution is the new reality whilst the actual division of responsibility between local (combined authorities, mayors etc.) and the centre remains unclear and undecided.
- Reputations – why would any politician or Government want to engage meaningfully with an organisation whose reputation has been tarnished? Just as brands protect themselves vigorously and do not want to do business with those whose poor reputation could tarnish their own, nor do politicians. They do internet and Parliament searches the same as the rest of us as do – civil servants as well. We all like to know who we are going to engage with and will all come with pre-conceived ideas based on our knowledge, understanding, previous contact, comments from friends and that internet search.
Circumstances change so be ready to change your public affairs approach as well.