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ROOTS
OF SUCCESS
Winter
2008| Volume 10 | Issue 1
Click here to read a text only version of this newsletter
©
2008 All Rights Reserved, The Showalter Group, Inc.
Reproduction or redistribution without permission is strictly
prohibited.
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THE 2007 ALL-SHOWALTER TEAM
Since I'm still leaning forward in my seat taking notes, these individuals have all taught me something new this year. Thanks to all of you - you inspire me!
It’s that time of year again,
to announce the 2007 All-Showalter Team. The All-Showalter
Team is comprised of political involvement professionals who
embody one or more necessary qualities of a political involvement
avatar. A few individuals are previous Team members from a
different category, yet they exemplify additional traits necessary
for government relations success.
Attention to Detail - Many of us are adequate self-starters; however, we have
to be excellent self-finishers. The road to achievement in
government relations is riddled with incomplete projects and
loose ends. How many projects, initiatives or programs are lying on the shelves, or “in process?”
While it’s good for some of them to stay on the shelf,
it’s not a bad practice of getting in the habit of finishing
what you start.
- Wendy Schrag,
Director of Advocacy and State Government Affairs
Fresenius Medical Care North America
Curiosity/Innovation - Because grassroots activism is not a natural state of being,
the astute grassroots leader knows that they always have to
find new and innovative ways to get people engaged in their
cause. Continuously asking questions as to why something is
the way it is, or how it can be made better, is the essence
of curiosity, and leads to innovation.
- Kelly Benedetti
Vice President, State Government Affairs and Industry Relations
National Restaurant Association
Focus on Results -
Focus creates efficiency. It allows us to ascertain whether
or not a particular action will help us move toward our goal.
Focus reminds you that if something is not helping you move
toward your destination, then it’s not important. Less
successful people are inflexible on outputs, deliverables,
etc., but are flexible on their results. Successful people
are inflexible on the results, but are flexible in how they get
there.
- Jonathan Eisen
Senior Vice President, Government Relations
International Foodservice Distributors Association
Humor - The key is
to take your responsibilities, but not yourself, too seriously.
Everything must be kept in perspective. A sense of humor is
appealing to PAC and grassroots members.
- Chris Brown
Senior Director, Federal Government Affairs
The Society of the Plastics Industry, Inc.
Risk Taking - Following
the herd is rarely a recipe for success. Risky pursuits in
one organization may be common practice in another, but if
you are not making waves, you’re not accomplishing anything.
What have you changed or altered from the “usual way
of doing things around here?”
- Brian Pallasch
Director of Government Affairs
American Society of Civil Engineers
- Jot Condie
CEO
California Restaurant Association
Passion - The best
grassroots and PAC leaders love what they do. While not everyday
is bliss, they generally go to work with a sense of mission
and belief in their cause.
- Chris Kemm
Manager, Grassroots Advocacy
Credit Union Associations of Colorado/Wyoming
Planning/Goal
Setting - Ad hoc PAC and grassroots efforts are rarely
successful. Further, lack of planning and goal setting results
in a lack of program momentum. Planning and goal setting increases
the likelihood that your efforts will result in an organized,
results-oriented program.
- Clarissa Garcia
Grassroots Director
American Heart Association
Presentation Skills - To rally the troops for any cause, you have to speak! Preferably,
your presentations are an experience, rather than just a transfer
of knowledge.
- Amanda Sima
Grassroots Coordinator
Nationwide Children's Hospital
Organization - Juggling
multiple projects and initiatives is a constant challenge.
The organized government relations professional keeps it all
together. The result is a program with momentum and efficiency.
- John Ferruggiaro
Managing Director, Political Field Operations
National Association of REALTORS
What a stellar combination of talents
and skills! Congratulations to the members of the sixth annual
All-Showalter Team.
Copyright 2007-2008, The Showalter Group, Inc.
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Positioning Yourself to Become Your Organization’s Political Involvement Guru
Part Two
In our September issue, we reviewed how obtaining internal guruship status can catapult your organizational reputation and career. To review, the necessary behaviors are:
1. Specialize
2. Get Around
3. Bring Something to the Table
Read part one here
As promised, here are the remaining steps to becoming your organization’s political involvement guru.
4. Contribute Intellectual Capital
I secretly marveled at the comment during a conference planning meeting a couple of years ago. A political involvement professional was exasperated because she was not asked to speak at various conferences. “We are the experts, we are the ones that need to have a platform, I do not understand why it is not happening,” she exclaimed. While I shared her concern, I knew for a fact this person has not authored any published articles, and that while she has been active in various professional networking groups, she has not contributed any intellectual capital to the profession. Besides a few contributions to a list serve, there was no “there” there.
5. Advertise
This is an anathema to a lot of people, but you simply have to be known. You may be the world’s leading expert on PAC match, but no one in your company will find out if you hide behind your computer. In a noisy world of hyper abundant content, the “my work will speak for itself” philosophy does not work very well. After all, the goal of being a guru is to get others to come to you rather than to shove yourself in other’s faces.
6. Your Track Record
Everyone can claim the benefits of their approach. Quite simply, benefits can be copied. Your track record, however, cannot be copied. So, it’s fine to mention the benefits you can bring to your organization, but anyone else can claim that they can bring the same kind of benefits. Your track record however, is not reproducible. Your life experience cannot be taken by anyone else.
Another reason your track record is important is because we tend to assume that the number of years doing something instantly and without question equals expertise. I am frankly unimpressed when someone tells me they have “15 years of experience doing blah, blah, and blah.” Let’s face it: anyone born after 1975 has lots of years of experience doing something. When I hear that, I instantly think: “So what? What if it’s 15 years of bad experience?” There are lots of experienced people who are just ghastly at their jobs.
7. Insight, Rather Than Just Facts
Having the facts about what other groups are doing and how things work is not being a strategist. However, providing insight as to why things are happening and interpreting how that applies to your situation is valuable. You want to push people a little bit and to cause them to rethink things just a bit. I know there are cultural restrictions and limitations in some organizations relative to this habit, but being original is far better than being a “yes” man or woman.
8. A Servant Attitude
Every organization has its fake gurus, the resident know it all, diva, or prima donna who hoards information, takes credit for things that they do not do, self promote and is a carrier of stress to all those around him or her. The true guru gives it away. Seek to serve.
All of the above behaviors help build your brand. Brands are just trust markers. They allow your co-workers to not have to think about what something means. So when someone mentions your name in the organization, what do they think of relative to your work habits, product, and quality? If you do not know, ask others.
Amyism #37
The Grassroots/PAC Brand: "Just like any company is known by the quality of its customers, so too is a government relations department known by the quality of its grassroots or PAC customers. Potential PAC and grassroots members are attracted to reliable, successful brands. If you aren't happy with the quality of your customers, you need to alter your brand."
Copyright 2007-2008, The Showalter Group, Inc.
Reproduction is prohibited without written permission.
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About
The Showalter Group, Inc.
The Showalter Group works with associations and corporations that want to increase their grassroots and PAC productivity. We provide
highly customized solutions via grassroots consultation, public affairs staff and volunteer training, coaching for public affairs staff, keynote presentations, and grassroots project management.
To book Amy Showalter to speak at your next meeting, or to inquire about our grassroots or PAC consulting services or other products, contact us at:
The Showalter Group, Inc.
312 Walnut Street
1600 Scripps Center
Cincinnati, OH 45202
p 513.762.7668
f 513.553.9777
amy@showaltergroup.com
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