Leadership Lessons with Christopher Snelling, Policy Director at AirportsUK

Peter Ferguson, Managing Consultant at Hanson Search, sat down with Christopher Snelling, Policy Director at AirportsUK, to explore what effective leadership in policy and public affairs looks like today. With a career spanning Parliament, trade associations and policy development, Christopher shares his thoughts on political engagement, navigating competing priorities, the role of AI and advice for the next generation entering the field.

How did you get into public affairs and politics?

It started with an interest in politics at school. After university, I worked on a party phone bank ahead of the 1997 election. I then contacted every candidate in my region using the Yellow Pages, offering to help. That led to a role with a Labour candidate and eventually a job in Parliament. It wasn’t part of a grand plan, I just followed what I found interesting and rewarding, and the opportunities followed.

What are the key qualities needed from leaders in public affairs and policy today?

The fundamentals haven’t changed, clarity of thought and clarity of purpose. You need to be really clear on what you’re trying to achieve and stay focused on that. It’s easy to get caught up in the process and lose sight of the end goal. The best leaders keep asking, “What is this work for?” and make sure everything aligns with that objective.

What are the key challenges you’re currently facing as a leader — and how are you navigating them?

It’s about balancing priorities, responding to immediate issues while still progressing long-term objectives. In our field, you’re constantly dealing with consultations, parliamentary debates and select committees that require quick responses. But at the same time, you can’t lose sight of longer-term campaigns, whether that’s achieving policy change or regulatory reform. That’s the real test, staying proactive in an environment that often pushes you to be reactive.

How important is it to have public affairs representation at board level?

It depends on how broadly you define public affairs. In some organisations, it’s narrowly focused on parliamentary engagement, while in others it includes policy, stakeholder relations and regulatory strategy. I think it’s essential that boards have access to people who understand the ‘art of the possible’ when it comes to government engagement. Whether that’s through a public affairs director or a broader corporate affairs function. Particularly in sectors like ours, where political context shapes everything, it’s vital.

How do you see the policy and public affairs market evolving over the next five years?

I see two major shifts. First, the integration of AI. It has great potential to change how we handle research, monitoring and analysis. The question is whether it can meaningfully support content creation and the jury’s still out. It could become a useful tool for drafting or ideation, but quality control still means it’s extremely limited without the skills to use and interpret it.

Second, the political landscape itself. If a new, less traditional party gains influence in Parliament post-election, the sector will need to adapt. Much of the industry is built around long-standing relationships with Labour or Conservative backgrounds. A more fluid political environment will present new challenges and opportunities.

What advice would you give to someone starting out in public affairs or policy?

Practical experience is key. Even a short stint in an MP’s office teaches you how Parliament really works, how MPs process correspondence, how decisions are made and what actually influences outcomes. That kind of first-hand knowledge builds confidence and credibility. I also recommend starting in consultancy. It’s demanding but gives you exposure to a wide range of sectors and fast-paced work. It sharpens your thinking, forces you to deliver and helps you discover what you’re really interested in. And finally, learn to use tools well. Younger people starting out can always add value by begin comfortable with technology.  Whether it’s AI, Excel or PowerPoint, being digitally confident is a real asset, especially as expectations around tech fluency grow.

Whether you’re hiring top Public Affairs talent or considering your next career move, our team would be delighted to support you.

Peter Ferguson is Managing Consultant in the public affairs Practice, supporting some of the world’s most renowned communications consultancies, boutique public affairs agencies and global in-house clients.

Hanson Search is a globally recognised, award-winning talent advisory and headhunting consultancy. Our expertise lies in building successful ventures worldwide through our recruitment, interim and executive search in communications, sustainability, public affairs and policy, digital marketing and sales.