Deploying Your “Grasstops” Strategically
Most government affairs pros can likely recall at least one example when a well-timed phone call from the right person made the difference in the outcome of an important policy decision. While not always the magic bullet, at times it can yield the power of a thousand constituent letters in the timespan of a TV commercial break.
Put simply, grasstops advocacy utilizes your key stakeholders (executives, donors, board members, etc.) personal relationships with government officials to further the goals of the organization.
In a future post, I will focus specifically on board recruitment strategies that non- and for-profit organizations should consider to strengthen their political influence. The first step, however, is understanding your organization’s current culture, existing relationships, and willingness to venture into the realm of grasstops lobbying.
A couple of the common challenges organizations run into along the way:
Some chief executives view it as distasteful or going beyond the scope of duty to ask board members to make personal requests to elected officials. One board member told me they find it easier to write a check to the organization than it is to make a personal ask of their “friend the Senator”. Other supporters worry about using up the capital they have built up over time with decision makers that they may need in the future for professional purposes.
While these obstacles can sometimes be overcome – usually in the 11th hour once all other options have been exhausted – it is far more effective to have at least a baseline understanding with your chief executives and key stakeholders about how, why, and when they may be asked to weigh-in directly with officials on behalf of the organization.
Keeping your board members, donors, and other supporters up-to-date on government affairs priorities of the organization on a regular basis is a critically important element of this approach. For example, regular board presentations from the government affairs team or periodic email updates will keep everyone informed of current risks and opportunities to the organization and hopefully avoid the surprise of last minute requests.
Work with executive leadership to open the dialogue with your organization’s key stakeholders about their relationships with officials at various levels of government. Gauge their willingness to advocate for the organization on critical issues and their comfort level with the frequency of these interactions. Not everyone will be comfortable leveraging their personal or donor relationships and that is OK.
When you host government officials at your facility, consider inviting your stakeholders with an existing relationship to attend and participate in the conversation. Give your supporters the opportunity to demonstrate their support for your organization and its policy priorities in a more relaxed setting without the stress of an impending decision or vote. This approach may ultimately obviate the need for that last minute call when your bill suddenly appears on a committee agenda during the waning days of session.
There is no doubt that grasstops advocacy is an important tool in an organization’s public affairs arsenal. While there is the potential for overuse or misuse, the power of personal relationships with influential decision makers cannot be overstated or easily replaced with other methods. Yes, your contract lobbying firm holds impressive political power with government officials – and they should be using it to further your cause – but they also have many clients and multiple priorities at any given time. Your real secret weapon might be sitting in your board room or volunteering for your foundation. It never hurts to ask.
