The Internal Side of Public Affairs

Public affairs often bring to mind public-facing roles: engaging with policymakers, politicians, and external stakeholders. However, as Dr. Alan Hardacre, PhD, pointed out, a significant portion of public affairs work happens behind the scenes, within the organization itself.

In fact, one of the biggest challenges for public affairs professionals is internal alignment. As Dr. Hardacre shared, many public affairs leaders spend the majority of their time managing internal expectations, aligning teams, and ensuring that the organization is set up for effective external advocacy. But, is this time spent on the internal side a necessary part of the job, or does it reveal deeper systemic challenges?

Dr. Hardacre highlighted the most common struggles identified by public affairs professionals in a recent survey: a lack of understanding about what public affairs can do, misalignment between departments, unclear expectations from leaders, too many priorities, and difficulty in finding metrics to measure impact. These issues, while common, are rarely discussed openly—yet they form the foundation upon which effective public affairs can be built.

The key to overcoming these challenges? Alignment. Public affairs leaders must ensure that every department is on the same page regarding the function's goals. Alan Hardacre, PhD emphasized the importance of sitting down with stakeholders, agreeing on clear priorities, and focusing on just a few key objectives. “If everything’s a priority, nothing’s a priority,” he explained. With clarity, public affairs teams can avoid the chaos of having too many priorities.

Dr. Hardacre believes that managing the internal side of public affairs requires a different skill set than external-facing roles. Public affairs leaders must possess not only a deep understanding of the field but also strong business acumen to connect with and influence their organizations. The ideal candidate is someone who can align internal teams while also being strategic about external advocacy.

As the public affairs profession evolves, it’s clear that those who continue to adapt and refine their internal processes will thrive. The job may not always be prestigious, but it’s an essential part of building lasting influence and shaping public policy.

To make this work, ongoing learning is crucial. Whether through executive education programs or dedicated training, professionals in public affairs must continually equip themselves with the right skills. Dr. Hardacre’s own Advocacy Academy, which offers tools, templates, and strategies for navigating the complexities of public affairs, is one such resource that can help elevate the profession.

In the end, public affairs is about more than just external outreach—it’s about creating an organization that is aligned, adaptable, and capable of driving meaningful change.