Government affairs and lobbying (the business of influence) is changing. Lobbyists, whether external professionals or in corporate government affairs departments, help their client understand and effectively influence government policy. Their tools are direct advocacy, fundraising, coalition building, grassroots organizing and mobilization, press and media relations, and representation at regulatory agencies. The best, most accomplished professionals once were identified almost entirely by their personal connections. Because personal relationships were the only thing that mattered, hiring a world class government affairs team was simple: find the people with the best relationships. Those days are gone.
While many firms and corporate offices have relationships that open doors, there is an ever-increasing premium being placed on strategy and technical expertise. Moreover, Congressional staffers expect lobbyists to come to meetings armed with statistics they can take to their bosses. Members of Congress are more likely to be swayed by strong and credible arguments about what’s best for the country and their constituents. Relationships may open the door, but well-presented information carries the day.
How do your recruit government affairs professionals in an environment where relationships are increasingly the least important attribute in a candidate’s profile? The interview(s) become paramount. The hiring entity must methodically inquire about the candidates skill set. The questioning should be designed to reveal if the candidate has the policy expertise and analytic ability to strategize and then execute in a manner designed to achieve the desired result. Successful government affairs candidates, from line-lobbyist to head of office, must be able to learn and master the business and execution strategies of the client, connecting the business strategy to the government relations strategy.
The business of influence has become more science than art. Government affairs professionals must bring technical and policy expertise and use data analytics to identify and target the most likely legislative and regulatory champions with the most compelling arguments. To be influential in government affairs today, lobbyists must be advocates who base those arguments on facts and data while providing thoughtful strategies and tactics to address the complex issues confronting their clients today.
TMG’s Take is a regular e-mail advisory produced by The McCormick Group. The company’s Legal, Government Affairs, and Law Firm Management groups combine the expertise of more than 15 Consultants to help law firms fulfill all of their lawyer and administrative recruiting needs. TMG’s Take covers topics across the spectrum of law firm management, including associate and partner compensation, growth strategies, marketing and business development, operations and facilities management, finance and accounting, professional development, and technology. Please direct all inquiries to Steve Nelson, Managing Principal at (703) 841-1700 or snelson@tmg-dc.com.
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