A case study in internal advocacy is playing out live

Right now, one of the most interesting case studies on internal advocacy is playing out – live – in the nation’s living rooms, workplaces, social spaces, and in traditional and digital media arenas. One that is playing out in such a way that, if it weren’t for the uniqueness of the institution where this kind of advocacy and counter-advocacy between peers is par for the course, would have its inhouse communications team banging on the door of every crisis consultancy in the country in a bid to find a way to batten down the hatches. 

That campaign is the debate around the assisted dying bill that’s going through parliament right now. I’m not going to wade too deeply into existential waters that are better suited elsewhere than they are to the communications inspiration that characterises PRmoment. But I do want to touch on what will be a case study – if not a series of books – one day on the ins and outs of internal advocacy (and the external influencing that can facilitate it), both for good and bad practice. 

The discussion is a very public one in which many, rightly, are having their say. That’s both in terms of the public conversation as well as the behind-closed-doors lobbying that Kim Leadbeater MP, the chief proposer of the bills, and her colleagues (both pro and against the bill) are carrying out. And, of course, the peer-to-peer lobbying is also being done indirectly through the national conversation. 

What’s happening in parliament obviously has ramifications on all of us. But each and every person in an organisation, particularly the communications teams, can learn from what is a very visible example of an advocacy campaign in action.  

What hasn’t gone to plan 

Firstly, it’s important to note that this is a one-of-a-kind situation. While Leadbeater chose her topic thoughtfully and deliberately, we’re only having this conversation because of luck of the draw – she was selected at the top of the ballot for a private member’s bill. It rapidly escalated into a nationally, and internationally, significant campaign from there. 

If she’d had more time, she’d have been able to lay the groundwork. She would have had the opportunity to better identify her allies – internally and externally – who shared her thinking and were strategically linked, rather than those thrown together by a loosely defined common goal. Much like any strategist wouldn’t decide on the vision and values of a business without canvassing the views of stakeholders, identifying the why and the why now, the campaign being fought today would have been stronger with a clear sense of direction and understanding of how to get where Leadbeater and her allies wanted to go, including identification of influential individuals and groups, what motivates (and demotivates them), and the messaging that presents a coherent story and enables momentum.  

One of the challenges that has made this a volatile case is the rowing-back on a high court judge-led approval. That’s now been revealed, a couple of days after initially announced, as a recommendation on practicability from the Ministry of Justice; but it was a u-turn that panicked its supporters, enabled its detractors to say ‘we told you so’, and caused momentum to falter. 

What has been exceptional 

The issue was thrust quickly into the spotlight and, subsequently, planning didn’t go as it should have done. That, again, is something most strategic communications professionals will be able to relate to. 

It’s what Leadbeater has done since that makes this such an inspiring example of communications in action.  

She’s recognised the power of external advocates (i.e. the media and society as a whole) in influencing the internal stakeholders (i.e. her fellow parliamentarians) that she needs to win over in enough force to pass her bill. Since the beginning, Leadbeater has brought on campaigning charities and individuals affected by the issues in the bill to join her in making the case for it – as, to be fair, have her opponents on the converse.  

She has also made a concerted effort not simply to negotiate directly with peers, and she has very visibly done this through briefing the media on a frequent basis, but also seeking to make her case in print, broadcast and online (both text and audio). 

Finally, she’s done so with tremendous empathy and conviction. No one disputes Leadbeater’s motivations, and the debate is much stronger for being one that is being waged on its merits and drawbacks rather than anything personal. 

We communications professionals can learn from what the campaign is demonstrating – including how to wage an advocacy effort, whether we have the opportunity to plan for it or it’s thrust upon us.