SUCCESSFUL LEGISLATIVE/EXECUTIVE INTERACTION

Lobbying and communicating effectively with the legislature, government agencies or other stakeholders is critical to the success of most businesses or organizations. In all of our relations with the government and with our customers we act with integrity; we offer competence; and, we build trust. We believe ours is an honorable and necessary function of democratic government

THE ROLE OF LOBBYING IN AMERICAN GOVERNMENT

The argument for self-representation, or representation of an interest, or lobbying, existed before the Constitution, in James Madison’s Federalist Papers #10, and subsequently in the First Amendment to the Constitution:

“Congress shall make no law…abridging the freedom of speech…or the right of the people peaceably to assemble, and to petition the government for a redress of grievances.”

The term “lobbying” is thought to have originated in the early 1800’s, where it could have come from the then-common practice of petitioners to wait in the lobby of Washington’s Willard Hotel for Members of Congress to emerge from their rooms on their way to the Capitol, or from the New York State Legislature’s lobby, where petitioners would wait for state representatives to leave the floor of the state capitol. In modern day government, lobbyists function as conduits of information to policymakers.

GENERAL GUIDELINES

• Credibility is everything. We aim to protect your reputation and ours. It is important to be informed and to be accurate. If you, or we, don't know something, neither you nor we should be afraid to admit it – but we must be sure to offer to find out and let officials and legislators or staff know. Lobbyists, whether you or us, must strive to be trusted sources of information to Members of Congress or executive branch officials or to their respective staffs, whose job it is to provide reliable information for policymakers.
  - An important corollary to this principle is: Tell the whole truth. Policymakers rely on lobbyists as a credible source of expertise and information on their issues. As a result, they need us (and you) to candidly tell both the pros and cons of a given policy or piece of legislation, so that they will not be blind-sided by information in opposition to the policy we are advocating. Surprise is not a friend to the success of shaping policy.
• Don't just present requests, provide solutions. Our standard procedure when requesting specific legislative or administrative change is to provide the necessary language or amendment that would resolve the issue. Your objective and ours is to make the legislator’s experience in working with you as painless and least demanding on his or her time as possible.
• Work for relationships, not quick achievements. Our unvarying rule is: Be courteous and patient, and develop relationships with legislators and staff for the long term, not for an immediate short term goal. Today’s opponent may be your ally tomorrow, regardless of party affiliation.
• Planning is paramount. We use an internal calendar that monitors each phase of the budget cycle. So should you. With it, you can plan each step in the intervention process, from initial briefings to securing necessary appropriations or legislative change. We will help you with this. REMEMBER: Lobbying is a year-round activity. Do not wait for a legislative session to cultivate your relationships or begin your education on important issues.
• Communicate effectively and efficiently. Our many years as congressional staffers ourselves, as well as our experience as lobbyists, teaches us the Golden Rule of lobbying: Be brief, to the point, simple and clear. Understand the critical importance of not wasting a policymaker's time. A brief written summary may help the policymaker act on your point.
• Observe basic courtesies. As in all endeavors, the effective policymaker, legislator or lobbyist should observe the niceties of political discourse, including respecting legitimate disagreement, and the role of staff. A small example of basic courtesy: don’t assume that important issues can be handled over the phone – offer to come and meet. Also, avoid the natural impulse to pursue lobbying goals overly aggressively, or of wearing out your welcome. And always remember the impact of thank you.
• Finally, and perhaps most importantly, listen. Policymakers and legislators may tell you or us how we can help them, information critical for any effective lobbying. Meetings with policymakers, members, and staff should NEVER be in "transmit" mode only – you and we must be prepared to be in "receive" mode as well.