As the leader of your grassroots program, you must remember that your potential grassroots volunteers, the employees, want to get something out of their association with your program. It’s not just your convincing arguments for the company’s legislative priorities that will garner their participation and loyalty.

The following is a summary of common employee/member expectations that I heard in my almost decade of leading an internal grassroots program, and my re-commendations for managing them. Not all expectations are valid or realistic, but they impact our ability to lead. That’s exactly why we have to manage them.

1. “Government Relations will present both sides of an issue and not try to tell us how to vote.”

Expectation #1 – An abundance of social science research reveals that credibility = lack of bias. We will increase our credibility, and hence influence quotient, if we present both sides of an issue. By “both sides,” I don’t mean that we should become lobbyists for our opponents, but a brief mention of who is for or against the issue, and why, will go a long way toward building program credibility. After all, your program is voluntary. Employees have minds of their own.

2. “I’ll be recognized by senior management and my boss for my active participation.”

Expectation #2 – This is a very valid expectation. After all, how many people take time to write, call or meet with an elected official? If their actions help the company, they should be recognized. The subject of how to do it properly is too extensive to review in this article. Remember that they are expecting it, and we need to give it informally as we go about our work, and at formal recognition events.

3. “I will enhance my job security and opportunity for advancement.”

Expectation #3 – Again, you have likely reiterated the CEO’s endorsement of the grassroots program. If, among all other corporate initiatives, it is important enough for him or her to visibly support, why wouldn’t the leaders of our grassroots programs think that going to bat for the company increases job security?

I once had some grassroots members sincerely ask why they weren’t getting consideration for promotions; after all, they received lots of recognition and visibility as a result of their grassroots work. Address these expectations with your grassroots leaders during orientation. I had the privilege to work with many state grassroots volunteer leaders who went on to managerial and director levels. While their grassroots leadership gave them increased visibility, they had the tools to climb the proverbial ladder before they became involved in the grassroots network.

Make sure your volunteers know that grassroots leadership does not guarantee a promotion.

4. “I will be able to expand my network with other employees and lawmakers.”

Expectation #4 – The social and networking aspect of a broad-based program cannot be overlooked. It’s a tangible benefit. My top volunteers state that one of the reasons they enjoyed their experience is that they were able to “meet other employees and expand their professional and personal network”.

Incorporate this benefit into your program marketing and publicity.

5. “I will be able to do something meaningful for my community, state, or country and make a difference.”

Expectation #5 – I find that the most enthusiastic grassroots participants have one thing in common—they are intensely patriotic. Make every effort to emphasize the connection between grassroots advocacy and patriotism. Remind them of the reward when they help their fellow employees exercise their citizenship, as well.

6. “Since the CEO supports the grassroots program, I will be permitted to participate in any and all grassroots programs and events.”

Expectation #6 – Remind program participants that they should notify their supervisor if they intend to assume a leadership role. Again, employees assume that if the CEO supports the program, they can spend as much time as possible coordinating grassroots calls to action, etc. Make sure they understand that they need supervisor permission..

7. “I will have fun.”

Expectation #7 – The most energized grassroots programs are fun. The grassroots staff is largely responsible for imbuing the program with this culture. Why would anyone want to be involved with a serious program with no levity? You’ll increase program participation and enthusiasm if you make grassroots FUN.