The Advocacy Guru Discusses Special Interests

Stephanie Vance, aka The Advocacy Guru, sat down for an interview with professional keynote speaker and entertainer Craig Price. As a former Capitol Hill staffer and lobbyist, Stephanie shares her insights into how Washington D.C. works. She debunks myths about lobbying and describes what a "special interest" really is. The podcast will also provide you with tips to influence the decisions made in a Congressional office.

Listen to the blog cast here.

If you wish to learn more about influencing a Congress, visit Stephanie's blog based on her new book, The Influence Game. Follow Stephanie on Twitter.

From Chic Retirement Community to Trailer Park In One Day

News flash: things continue to be “not-so-great” with the economy. Friday’s unemployment figures, described by “dismal” as many observers, caused the markets to fall precipitously. My investment advisor says, “this is a great time to buy: so many bargains!” That’s a very difficult perspective to take as you watch your retirement income go from “chic small condo in a retirement community” to “trailer park” in the course of a day.

Clearly those running the political campaigns see our economic situation as an opportunity to attack the other side. President Obama seeks to paint his opponent as one of the job-cutting “corporate raiders” whose actions led in part to the recession. Mr. Romney seeks to paint his opponent as an incompetent bureaucrat who is unable to solve the problem. The truth is, as former-President Bill Clinton recently pointed out, neither can be dismissed as completely unqualified and, given the neck and neck polls, this strategy isn’t working.

An interesting Washington Post article titled “Jobs numbers remind Obama that he must do more than attack” makes this point. Dan Balz, the author, reminds us that successful influencers do not rely on attacking their opponent for getting to yes.

A better strategy is to base your arguments on your opponents’ fundamental weaknesses. There’s an entire chapter in The Influence Game dedicated to knowing your competition, which you can achieve by conducting extensive opposition research, knowing exactly what it is you’re competing for (it’s not always what you think) and perhaps more important, researching yourself as if you WERE the opposition.

If you employ these tactics you’ll know enough about your opponents to contradict their substantive arguments instead of focusing on more personal surface attacks. And frankly, if you do it right, their flaws will be obvious and you won’t even have to point them out directly..

Bueller...Bueller...Bueller

For those of us born before 1975 (and particularly those of us born WAY before 1975), the movie “Ferris Bueller’s Day Off” represents freedom from tyranny – at least the tyranny of high school.  And for those who have no idea what I’m talking about, go “stream” the movie, or whatever it is the kids do these days.

Why am I thinking about Ferris Bueller?  Well, through the wonders of Google, I learned that the infamous “day off” occurred on June 5^th (according to The Atlantic).  Putting aside the somewhat incongruous fact that many schools are already out for the summer by then, the most important fact about this date is that it’s the same day The Influence Game is coming out!  I can think of no better anniversary to share.  Ferris Bueller was a master at effective persuasion and employed many of the tactics outlined in the book.

Yes, OK, he was not, shall we say, exactly truthful with his parents about his reasons for skipping school. He pretended he was sick but, as it turned out, not so sick that he couldn’t sing “Twist and Shout” on a parade float in downtown Chicago.  While I don’t support feigning sickness, I do suggest that Bueller used at least two other ethical tactics to persuade many others (school administrators, his parents, his friends, haughty restaurant personnel and the like) to say “yes” to his somewhat unconventional schemes.  These tactics were “netplaying” and charm.

What is “netplaying?”  Beyond being Tactic 21 in The Influence Game, it’s my own “play” on the term “networking,” which I’ve never liked.  I’m not fond of the idea, put forth by many, that this is a complicated process.  Lobbyists network all the time and they do not follow a 20-step process for getting to know people.  That’s why I refer to this important tool in the effective influencer’s arsenal as “netplaying.”  It’s not a chore, it’s something special interests enjoy.  Bueller clearly enjoyed getting to know people, and not just in terms of how they could be useful to him in the short term.  He was both a general people person and a caring close friend.  Remember how he told his best friend Cameron that he would take the blame for the wreck of Cameron’s father’s car?  That was really, in the baseball parlance that can be appropriately associated with the movie, “stepping up to the plate.”

And, of course, there’s “charm,” which, to quote Justice Potter Stewart’s description of pornography, “I can’t describe it, but I know it when I see it.”  All I know is that real charm comes from a real place.  Charming people feel a personal connection to their cause and, to put it simply, are nice.  They look for ways to create “win-wins” for both sides.  Our hero Bueller excelled at the “win-win.”  That’s why I’m proud to know that The Influence Game shares this important date in history.

If you want more ideas on employing these tactics in your own influence game, I hope you’ll consider pre-ordering.  There are still freebies available!  I hope by Superman’s Birthday (June 30^th) it will be a best-seller.  Only you can help it get there!

Know The Arena

You have to know the rules of the game. And then you have to play it better than anyone else. Albert Einstein

While Albert Einstein’s rules were probably physics-related, in the Influence Game it’s all about knowing the rules of the arena in which you’re operating. In Washington, D.C., that’s Congress, Federal Agencies or the White House. In the business world, that may be the inner-machinations of the company you work for or that you’re trying to land as a client. In the personal world, that may be your family which, as we all know, is the hardest venue to understand. This is especially true when, like me, you say things to your significant other like “you should know why I’m upset.” Poor man. I feel sorry for him. Tactics 12 through 15 in The Influence Game cover “knowing the arena,” specifically:

• Find your decision maker: Effective influencers figure out what they want and then figure out who can get it for them. In D.C. it may be a member of Congress, the whole institution, a federal agency head or the President. The actual decision maker isn’t always who you think it is. It may, for example, be a staff person. The key is to identify who specifically needs to hear your message, and then focus on them. Asking the wrong person for what you want isn’t a good use of your time or theirs.

• Find your Plan B (and C and D) decision maker: As horribly misguided as it seems, sometimes your primary decision maker won’t agree with you. So you may need to figure out if there are other ways to achieve your goal and, if so, who makes those decisions. For example, you may not be able to get what you want through Congress, but an agency might be able to get you something pretty darn close. Always have those options in mind when starting your influence effort.

• Ask the “and next” question: I failed miserably at this once on Capitol Hill when I helped draft what should have been a very narrowly focused bill. It wound up being referred to FOUR Committees. This is the kiss of death for anything you’re trying to move through Congress. I failed because I had not asked the “and next” question – what happens to this bill after it’s drafted? And after referral? And in the Committee? And next? And next?

• Know the rules: Finally, as Albert Einstein aptly pointed out, it is essential to know the rule of the game. Whether it’s legislative procedure, the federal agency rulemaking process, how budgets are decided in a company or, in the personal setting, who is supposed to do the dishes after dinner, your understanding of the rules can make or break your influence effort.

And with that – go forth and influence!

Know What You Want Or You Will Get HOPELESSLY Lost

If you don’t know where you’re going, you’ll wind up somewhere else. Yogi Berra

Yogi Berra cracks me up (as does Yogi Bear, perhaps because he’s smarter than the average bear. For those who didn’t grow up with Yogi Bear, look it up).  And it’s true that you MUST know your goal before you get started.  You may need to reassess as circumstances change, but you won’t get very far down the road if you don’t have an idea of which road you’re on or should be on.  Actually, let me correct that. You certainly CAN go very far down the wrong road, but in general it’s not going to get you anywhere near where you want to go.  I know this because I get lost a lot.

Tactics 1 through 5 in The Influence Game cover “knowing what you want,” specifically:

• Tactic 1 -- Your Effort is a Cause: Your cause may be getting a new job, gaining a sale or implementing some legislative initiative.  Whatever it is, remember that you are promoting a specific result over opposition, competition or potential objections.  That’s the very definition of a cause.
• Tactic 2 -- Know the Nature of What You’re Selling: I wrote several blog posts on this already, so all I’ll say is that you’ve got to know whether what you’re selling involves inertia or action, is controversial or easy, is a must-do or may-do decision or is short- or long-term.  If you don’t know the answers to these questions, you won’t be able to set a SMART goal (see the next tactic)
• Tactic 3 -- Set a SMART Goal:  SMART goals are Specific, Measurable, Attainable, Realistic and Timely.  In other words, you must know what it is you want, when you want it by, whether you have the internal resources to attain it, whether the external environment makes it possible and what the time frame is for a decision (or you would like the time frame to be)
• Tactic 4 -- Know WHY You Want What You Want (Or Why the Other Person Might Want That): “You should do what I say because I said so” works only in parental situations and even there not so much.  I can’t even get it to work with my dog.  So you’ll have to have a good reason for why you want what you’re asking for.  And if that reason relates to what the decision maker may want, you’ll be far more effective.
• Tactic 5 -- Know What You’re Talking About:  While it’s totally appropriate to say “I don’t know, but I’ll get back to you,” nothing is more frustrating than having someone try to sell you a product they know absolutely nothing about, right?  In many ways your cause is a product and you’ve got to be familiar with its nuances if you’re going to convince others to get on board.

Another baseball player named Babe Ruth knew all this about being clear on what he wanted.  He’s the one who, when he came up to bat in the 1932 World Series, pointed to a spot in the stands and hit a home run to that very spot, which won the game.  Sure, there’s some controversy over what he was pointing at and what he intended.  The key, though, is that he pointed and the ball went there.  You need to do the same.

The Players in The Influence Game

To win the “Influence Game,” you must be able to effectively place those you’re seeking to influence into one of four categories, specifically champions, supporters, rank and file (or neutrals) and opponents. Knowing this will help you figure out where and how to focus your resources. Following are a few ideas for managing each:

Champions will carry the water for you within the influence arena. This is especially important in legislative venues where individual citizens cannot take specific actions like introducing or voting on bills. Focus early and with some vigor on finding or developing these people. You won’t move very far without them.

In general, supporters will vote with you and may take small actions (such as signing on to a letter or cosponsoring legislation). Don’t get complacent about their support and certainly don’t ignore them. You don’t want them to wander off. One of the most common things you hear in an elected official’s office is “well yes, I support issue X, Y, Z, but no one asked me to [sign that letter, make that statement, vote for that amendment].” This often marks the difference between success and failure.

The “rank and file” or “neutrals” often don’t have a strong opinion about your issue. Direct your advocacy effort toward convincing them that, when it comes down to a decision they must make (such as a vote), it’s to their advantage to vote with you. There’s always a possibility of turning neutrals in to supporters or champions. However, the real danger is that without adequate pressure from those who influence them, they may turn into opponents -- possibly even through apathy. In legislative environments, it’s often much easier to say “no” than “yes.”

In terms of the opposition, don’t focus on trying to get them to change their mind. If you can “coopt” them from the outset, for example by giving them something they want in exchange for their silence on an issue, try that. Otherwise, your time is best spent understanding and responding to their arguments.
More on “The Influence Game” in upcoming posts! And see what it's all about at www.theinfluencegame.com

Knowing the Nature of What You’re Selling: Part 4 – Timeframe

In the last few posts I’ve talked about how effective lobbyists understand the nature of what they’re selling in Washington, D.C.. They identify the intent (action vs. inertia), the scope (controversial or not), the importance (must do vs. may do) and the timeframe (short vs. long term). This post covers the final factor, timeframe. When a policy decision must be made quickly, it’s easier for special interests to “pile on” their pet projects. Policymakers are likely to just “go with the flow” because they simply do not have the time to consider an alternative option. Look at the example of the emergency payroll tax cut and unemployment benefits extension passed on Friday February 17th, 2012. Tucked into the bill were provisions to “study the use of state and local 9-1-1 service charges,” as well as funds to conduct research into wireless public safety communications. Believe it or not, these telecommunications-related sections of the bill were considered “germane” because proceeds from the sale of wireless spectrum were one means used to pay for the tax break and benefit extension. Oh, and because the “Next Generation 9-1-1 Advancement Act,” which was the genesis for this section bill, was originally introduced by Rep. John Shimkus (R-IL), a member of the House Communications and Technology Subcommittee.

Whether you agree with this “piling on” approach or not, it’s effective. Clearly, the timeframe of passage impacts both the types of strategies you use in your influence campaign, as well as how extensively you use them. A couple hours of research might be appropriate for a decision to be made within a few weeks, while several weeks (and, indeed, ongoing analysis) would be appropriate for causes that will take several years to finalize one way or another. At the same time, you may need to build a foundation over time in order to take advantage of a “spur of the moment” opportunity. Rep. Shimkus introduced the 9-1-1 improvement act in July of 2011. He and his allies were well positioned – and early on.

Overall, when playing the influence game recognize that some “yeses” are easier to get to than others depending on all these factors. The easiest tend to be short term “must do” decisions that are non-controversial and not action-oriented. On the more difficult end of the spectrum are controversial, optional decisions that require your decision maker to take proactive action. If you know the nature of what you’re selling, you can find where you are on this spectrum, and plan your strategy accordingly. If your idea is a little on the controversial side, look for opportunities to connect it with those on the “easier” end of the spectrum. This is a tried and true legislative strategy that works.

Knowing the Nature of What You’re Selling: Part 3 – Importance

We’ve talked about how effective lobbyists understand the nature of what they’re selling in Washington, D.C..  They identify the intent (action vs. inertia), the scope (controversial or note), the importance (must do vs. may do) and the timeframe (short vs. long term).  In the last couple posts I talked about intent and scope.  In this one we’ll look at importance.

Now sure, every idea (especially yours) is important.  But, let’s face it, some decisions are more immediately necessary than others.  However, with the right strategy these “must do soon” decisions can be some of the easiest to influence.  

Take the example of government responses to natural disasters.  They tend to generate a fair amount of lobbying activity outside the scope of the natural disaster because special interests know that THIS legislation will move quickly, unlike 96% of the bills introduced in a year.  In 2006, for example, when the U.S. Congress passed emergency legislation to help provide additional assistance to victims of Hurricane Katrina, the bill included billions of dollars for other totally unrelated programs, like research into the threats from “bird flu” as well as farm bailouts.  Lobbyists and special interests saw these bills as opportunities to move their priorities because they were “must do” decisions.   No legislators wanted to be against relief to victims of Hurricane Katrina, so they agreed to overlook the other items.

For your own influence situation, consider whether the decision is “must do” or “may do.”  Does the decision maker desperately need what you’re selling right away?  Or is it the kind of situation where it would be “nice” for them to buy your product, service or time?  Are there other “must do” decisions coming down the pike that you can attach your issue to?  Knowing the answers to these questions will help you develop a winning advocacy strategy.

Knowing the Nature of What You’re Selling: Part 2 -- Scope

As discussed in my last blog entry, effective lobbyists understand the nature of what they’re selling in Washington, D.C.. They identify the intent (action vs. inertia), the scope (controversial or note), the importance (must do vs. may do) and the timeframe (short vs. long term). In the last post I talked about intent. In this one we’ll look at scope.

By scope I mean where the idea the lobbyist is selling falls on the “controversy”spectrum. These ideas range from large to small, from controversial to not, from easy to tough and everywhere in between. For example, legislation to “designate the facility of the United States Postal Service located at 20 Main Street in Little Ferry, New Jersey, as the "Sergeant Matthew J. Fenton Post Office"” (passed and sent to the President on 12/23/2011) takes less time and political capital than legislation to change health care laws, the tax code or the structure of the financial system.

Think of your influence effort as existing along a spectrum from easy to difficult, particularly in terms of your audience’s perspective. Will it cost them money? Time? Political or other capital? Will someone be angry with them if they agree with you? The answer to these questions will tell you whether the influence situation is controversial or relatively easy. In addition, you’ll want to consider whether your idea will be attached to something controversial. While you may have something relatively simple to propose, your task will be far more difficult with a gigantic legislative albatross around your neck.

Finally, don’t be fooled by those items that may not seem all that controversial, but can turn out that way. For example, if you want to establish National Pickle Week, you better know what you mean by “pickle.” Is it sweet? dill? Do gerkins count? What about chips vs. spears? In fact, you’ll probably want to include ALL pickles just to be on the safe side and avoid opposition.

Playing the Influence Game: Start with Knowing the Nature of What You're Selling

You may have noticed the dearth of blog postings from the Advocacy Guru in the last few months.  But have no fear!  You’ll hear a lot from me in the coming months as I gear up for the release of my next book, The Influence Game, coming out in May, 2012 from Wiley publishing.  The Influence Game shares 50 of the most effective “insider” tactics used by D.C. lobbyists and special interests to persuade legislators and their staff.  And believe it or not, none of these involve manipulation, bribery or lying! 

Throughout the next few months, I’ll be sharing the short versions of some of these tactics.  I’m starting with one of the most important, “knowing the nature of what you’re selling.” 

If you think about it, in any influence situation, whether you’re working with policymakers, business leaders or your spouse, you’re selling something.  Sometimes it’s a widget and sometimes it’s an idea.  But either way, you’ll want to know the intent, scope, importance and timeframe of your sale. 

Let’s start with “intent,” by which I mean knowing the difference between asking for action or inertia.  Sometimes you’ll want the decision maker to do something.  Sometimes you’ll want the decision maker to NOT do something or, in fact, anything.  It won’t surprise you to know that in Washington D.C. inertia is almost always the easiest to achieve.  Special interests often succeed simply by persuading Congress that the status quo is better than any changes legislators could come up with.  Inertia in Washington, D.C. is so bad that even the “must pass” bills, like the appropriations bills that keep the government funding never actually pass on time.  And when I say never, I mean never.  They haven’t passed on time ONCE in the last decade.

That said, sometimes advocates must push for something affirmative, such as passing a tax extension that would expire without specific action.  Your entire strategy, including message development, timing, tactics used to reach out to decision makers and specific actions for follow-up, will depend on this basic understanding.  So as you’re getting started with your influence effort, ask yourself “am I pushing for action or inertia?”  Knowing the answer to this question will get you started in the right direction.

Next time we’ll look at the scope of your ask, particularly whether it’s controversial or easy -- and how to manage each type.