If grassroots is the best way to impact the legislative process, why do so many grassroots professionals experience so much angst when they need internal cooperation for their efforts? I believe it is because there are numerous tacit expectations of any internal program, expectations that very few in the organization clarify or review as a program is developed. The result? Frustration, stagnation and lack of momentum, to name just a few.
Our frustrations will lessen if we learn and manage the most common (there are many more than this article allows) expectations of the four key players in any grassroots program: the CEO, the grassroots manager, the employees, and the middle management personnel. This article focuses on the CEO. We have to manage these expectations if we want to keep our sanity and enjoy our work.
Not all of these expectations are necessarily realistic or valid, but, as we know, perception is reality.
The CEO’s Expectations
1. “Now that we have a grassroots program and an arsenal of employees and retirees to mobilize, we should prevail on most of our legislative issues.”
Expectation #1 – I’ve heard this in our client executive interviews. Let the CEO know what your opponents do relative to grassroots activism. Emphasize that grassroots is an advantage, but not a sure-fire win each time you engage the troops.
2. “All of our employees will support the legislative issues supported by the company.”
Expectation #2 – The second assumption is not only held by the CEO, but many government relations professionals, as well. We think this because we work with those who think like we do at the policy making table. We can’t imagine why employees would not agree with our carefully crafted, logical, research-based arguments for our cause.
We have to earn their allegiance. We are no longer in the 1950’s when institutional directives were blindly followed. We can never assume our employees understand, agree with, or certainly will advocate on behalf of company issuers. It’s our job to educate and influence them.
3. “The grassroots program will continually grow.”
Expectation #3 – The grassroots program’s growth and momentum is tied to the overall company morale and environment. (Don’t use a negative environment as an excuse for a stagnant grassroots program, though. There are influence strategies for that type of environment.)
John Heino’s research in 1994 made this abundantly clear when he found that employee motivation to participate in company grassroots programs was related to their trust in the veracity of all company communications from HR, Legal, Finance, etc. Keep your ear to the ground regarding morale and employee attitudes. Be prepared to adjust your communications based on your audience.
4. “Since we have an organized group of employees, I may be able to activate them on community issues that I am personally involved in.”
Expectation #4 – I’ve experienced this situation. It is oh so tempting for the CEO to harness the grassroots program for his or her own goals. I know of several grassroots administrators who struggle with this periodically.
Manipulation of a grassroots network is lethal. Employees perceive future grassroots communications, however legitimate, as an edict from the CEO. It obfuscates the validity of all future pressing legislative issues.
Your browser may not support display of this image. If we haven’t made the program mission clear (to impact the political process on legislation that affects your industry) to your senior leaders when you established it, or you don’t have a mission statement for the program, why wouldn’t they think it could be used for any type of grassroots effort? It’s our job to articulate the mission of the grassroots network and how it is most effectively used.
5. “The grassroots shop will produce reports and measure their success like any other business line.”
Expectation #5 – This is the CEO’s most valid expectation. I am gratified to see many grassroots operations moving in the direction of increased accountability. Remember, if grassroots is so necessary, your CEO and senior leaders deserve to know what it is producing for the company. Start measuring your results, involvement, and network growth now.
6. “There will be no negative publicity to the company as a result of our grassroots efforts.”
Expectation #6 – This expectation is blissful thinking. The political process isn’t neat and tidy. Don’t exhibit any distress at the occasional negative publicity externally or from employees who are disgruntled at the company’s position on public policy issues. If your program isn’t making waves occasionally, it’s not having any impact.
