Optimizing the Client-Lobbyist Engagement
It can be easy to fall into a common trap when it comes to managing contract firms for long-term lobbying engagements.
Like any relationship — business or otherwise — comfort builds over time and it can be difficult to remember to take the time to periodically evaluate the engagement to make sure both parties are working towards the same end.
A few of most common reasons internal teams are hesitant to explore a firm evaluation exercise:
Fear of possible change to the status quo.
Time and resource constraints…consultants are supposed to make our lives easier not create more work, right?
Complacency. They know us and our issues, we have been together for a decade, now is not the time to think about this, etc.
I have hired and managed many firms in my career. I have also developed close personal friendships with contract lobbyists over the years that started with a business engagement. This can further blur the lines in the client-firm relationship. Contract lobbying counsel can be critically important for an institution to meet its public affairs goals — in my experience, the vast majority of lobbyists want to deliver the best results for their clients. More often than not, where things go off the rails is when communication breaks down or ceases entirely until an urgent need arises.
Here are some suggestions I have used in practice over the years:
1) Set Clear Expectations and Goals — Just as you and your team likely engage in goal setting at least annually, the same should be true for your external consultants. Spell it out on paper, be specific, be measurable, and make sure everyone understands the plan.
2) Regular Check-ins…even during the “slow” times. We know that there is an ebb and flow when it comes to the job of a contract lobbyist and there are many long nights spent on the road or in the capitol. At the same time, maintaining regular communication is important for the relationship, even during the breaks. For example, how about we revisit those campus tours for elected officials we put on hold a few months back? I suggest inviting your outside lobbyists to your regular team calls on a quarterly basis at a minimum. It’s helpful for everyone.
3) Honesty, up-front and throughout. For internal GR folks, if your contract counsel is not hitting the mark, let them know early and often. For contract lobbyists, if direction is not clear and you feel like a rudderless boat, do the same. Can this lead to some uncomfortable conversations? Sure. But at least both parties will have a clear understanding of expectations.
The critical role of contract lobbyists for most public affairs programs both large and small cannot be overstated. Norton Public Affairs is not a lobbying firm but we will help you evaluate your in-house and external lobbying needs and develop a strategy to deliver the best results for your organization. Please reach out and let us know how we can help.
