Through the last decade of leading a highly esteemed grassroots program, I have fielded many questions and concerns regarding grassroots programs. Here are the most frequently asked questions.

1. How often should we ask our members/ employees to contact their legislators?

The scientific answer is “it depends!” I used to believe there was a strict limit on the number of “Action Calls” one could implement. Always being smarter than I was two weeks ago, I’ve come to realize that the organizational and legislative environment dictates this.

Be suspect of the motives of any “expert” who cites an exact number. It just doesn’t pass the eye roll test.

While we all know that unexpected legislative dilemmas will arise, you and your lobbyist should prioritize issues which may result in calls to action and start persuading your stakeholders that these issues merit their support.

2. What is considered an acceptable response to a grassroots mobilization?

The answer to this perennial question varies depending on the following factors: how many times your grassroots network has been asked to contact their lawmakers on the issue; the evolution of your grassroots program; and, the bottom line impact to the organization and its members.

If you have an established program, or if your troops have read or heard about a certain issue for more than a year, a higher response should prevail. However, no amount of repetitive pleas will overcome information presented devoid of compelling, influential rationale.

3. What about the “rogue” employees/members? How can we prevent them from hurting our cause?

A favorite lament of grassroots practitioners, especially lobbyists, is that there are “rogue” employees/members in the ranks and they simply cannot be trusted to carry your organization’s message. This is correct – they can’t be trusted if you don’t train them on what to say and how to say it. Grassroots training and careful recruitment will ameliorate this dilemma.

4. We have a mandate from our CEO to start a grassroots program. How do we facilitate buy-in among our middle-management personnel?

Make it easy for your CEO to tout the importance of the grassroots program to the middle managers. For example, write remarks for him when he is addressing department meetings. Give the CEO (in writing) anecdotes about the grassroots program’s success. You should also write notes for the CEO to send to middle managers, thanking them for supporting their employee’s participation in the grassroots program.

Your CEO can’t read your mind – make it easy for him or her to help you.

5. What’s an appropriate budget for a grassroots program?

I’m positively amazed at the lack of focus on outcomes when budget decisions are made. Conduct a survey of your potential members and determine their level of current political activity, as well as their knowledge of issues that impact your industry. Then you can determine how much money you need for communications and events to increase involvement and awareness.

6. Which type of program is most effective – broad-based or Key Contact?

Both can be effective as long as the program is imbued with persuasive grassroots advocate communications, training, and a dynamic grassroots leader.

Your organization’s legislative goals, the legislative context, and whether you have short or long term goals should be the deciding factors.

7. How often should we communicate to our grassroots participants?

Corporate employees are inundated with hundreds of messages a day. Thus, you must prioritize your important issues.

However, I believe it’s very important to communicate with people three or four times on a particular issue before you ask them to take action on that issue. If you don’t, you shouldn’t expect much success on your calls to action. Again, you have to prioritize your issues.

8. What is the advantage to a membership-based corporate grassroots program versus one which attempts to engage all employees?

Since most progressive companies and associations are now engaged in grassroots efforts, it’s important to demonstrate the credibility and authenticity of your program. One way to accomplish this is to establish a “membership” program where employees or members sign up to receive legislative information. I know of legislators who, awash in letters from corporate employees, have publicly accused companies of -“brainwashing” their employees – not a desired public relations outcome.

Certain lawmakers may view legislative communications to all employees as corporate “brainwashing.” A membership program greatly reduces this perception. It’s simply more authentic than repetitive grassroots pleas to all employees when there is a crisis.

9. How should we “announce” the grassroots program to our members/employees?

You have to go to them. Take your show on the road with key organization leaders and respected co- workers. You must also brand the program with your own logo, mission statement, etc. The Liberty Bell was created as a symbol, or “brand” for the Revolutionary War. Not a bad grassroots example to emulate!