      |
|||
 |
|||
 |
2300 Clarendon Boulevard, 4th Floor |
|
|
|
Here is what we learned:
"I wish my lobbyist would remember that sometimes senior management asks questions that may not make sense to him or her, but we need to respond."
"I am grateful when lobbyists tell me what's not possible, what they can't achieve (without having to drag it out of them) as well as what they can."
"I wish lobbyists knew that 'what you know' is as important as 'who you know.'"
"Don't worry that you are bothering me if you simply have a question as to the potential impact of a proposal. It's better to spot something early than have to kill it later."
"I wish lobbyists would understand that I really need them to be my surrogates in making the rounds and advancing my legislative interests, not in dispensing a lot of 'strategic' advice that I'm already smart enough to know on my own."
"The best lobbyists are not afraid to dive in -- be a leader, a player, an advocate. The best lobbyists are not afraid to get involved and use their instincts and experience. They don't wait to be told what to do next."
"Friends may come and go, but enemies accumulate."
"The need to build a good public policy argument to support legislation is often lost on clients. Most elected officials view themselves as good public servants and will respond with requests that are presented in that context."
"Clients should articulate their real timetable and not give 'artificial deadlines', that drives government officials crazy when they expedite matters and find out there was no need."
"I wish that clients understood that lobbyists are just a tool - albeit an important one - but we're not miracle workers. Clients have to 'play' (work the phones, write letters, show up at hearings, testify as needed) and pay (fundraisers, contributions) if they really want to accomplish anything."
"Clients should know to look for very busy consultants. It may be a little harder to reach them instantaneously, but they are busy for a reason. Some consultants have lots of time on their hands - for good reason."
"If you can marry the private interest with the public interest, you can solve most problems in government."
"I want clients to know that it is equally important to hire a lobbyist with a proven track record, as it is to hire a lobbyist who shares the same or similar political beliefs. The hired gun is but 'half-a-loaf' in terms of loyalty and advocacy."
"I want my clients to know that, like them, I have two hands and two legs, and that many days it takes all my reserve to serve them with those God-given appendages. Having said that, however, I am always willing to go more that the distance since I truly love what I do and the people I am privileged to represent!"
"A good client is one who knows that lobbyists are the people you hire to protect you from the people you elect."
"I want my clients to know how important it is to reach out to legislators at times when you're not asking them for anything. Inviting them to speak at a conference, to come to your company, making contributions, offering to help them (unsolicited), asking them to be at your table for some charitable ball, etc. is worth its weight in gold when the Legislature is in session and you do need something. Building relationships is what it's all about."
"One thing I would like to keep in our client's mind is 'If you have only ten seconds to convince a public official on your position, what would your argument be?'"
"Most clients have a higher opinion of their friendship with the Governor than does the Governor."
Published 2001
|
|
