Category Archives: Government Relations

Have We Run Out Of Stories?

Have we run out of stories
Have we run out of new stories?

Vulture recently posted an article about the demise of the blockbuster. In it, Gilbert Cruz itemizes all that’s wrong with Hollywood’s blockbuster system from a lack of imagination to the high cost of production.  It seems our preoccupation with rehashing old stories in a spectacularly expensive way is beginning to wear thin. The article prompted me to ask the question, have we run out of stories? I wondered because I regularly watch movies and television with half an eye and yet follow the story line with no challenge. It may be because I’m an avid reader but it’s more likely that the same stories are often retold. It makes you wonder if Christopher Booker didn’t have it right when he proposed there were only seven stories in the world and they were continuously being retold.

Cover of "Seven Basic Plots: Why We Tell ...
Cover of Seven Basic Plots: Why We Tell Stories

If you are not familiar with his perspective, in his book, “The Seven Basic Plots: Why We Tell Stories” he suggests that there are only seven stories and they are:

  • overcoming the monster;
  • rags to riches;
  • the quest;
  • voyage and return;
  • comedy;
  • tragedy and
  • rebirth.

He falls into some interesting traps based on his own paradigm and at times seems to counter his own argument, but that aside, if his basic theory is correct, it poses a conundrum for communicators. The business of communications is the telling of stories.  We capture the attention of our audiences by telling them well. Whether we take them by surprise, intrigue or mystify them, we need to be clever and original. That becomes increasingly challenging if we believe we have to choose from a limited number of options. While Booker’s ideas are interesting and Hollywood’s challenges perplexing, I don’t think there are a limited number of stories. That would be the same as saying there are limits on our imagination.

I am reinforced in my belief through my work. As I go about the business of my job, I encounter an endless array of stories. In fact, I have encountered so many good stories during my career that my biggest challenge is finding the time to tell them.  When I worked with pharmacists, I was constantly amazed at the stories that would emerge when they were relaxed and reflective. They told amazing stores, funny, sad, bizarre and poignant ones. The one about the pharmacist who leaves her shop in the middle of the day because one of her clients needs to get home from the hospital and she’s the only one who can pick her up.  Then there was the pharmacist who made house calls out to the country and regularly got chased by an unfriendly turkey. In my current job, it’s the Meals on Wheels volunteer who doesn’t just leave the food at the door when no one answers, but investigates and saves the life of a client in the midst of a medical emergency.

Imagine how the conversation went the next time the meals on wheels program coordinator had to explain that the program was an important security check for seniors and shut-ins, not just a necessary food service.  Imagine what that story did to increase the number of volunteers the program receives. What do you think I might have said when an interest group leader suggested that pharmacists just counted pills? Stories provide us with powerful ammunition. They allow us to illustrate the complex in accessible ways and they allow us to inspire others to action.

The stories I hear are endless and I don’t think that it’s a reflection of the health sector, I think all sectors have great stories to tell, but someone has to choose to tell them. We haven’t run out of good tales, we just stopped looking in the right places for them and listening when we do find them. One of the best parts of my job is to hear those stories. I sometimes joke that it’s a good week if I cry once, a great week if I cry more than once.  That’s the power of a good story. It moves you and makes you think about the world in a different way.

As communicators, we all need to look for the story that illustrates our objectives, our brand and our aspirations. Clever tag lines, corporate colors and advertising dollars are worthless without the stories.

Have you ever used a story to make a point?  Has a story moved you when you thought you were resolved?

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How To Build Coalitions

how to build a coalition

You carefully research your topic, spend hours writing an amazing article. Edit and then re-edit, checking for accuracy and flow. You take the time to create original images or you search through hundreds of images until you find the ones that speak perfectly to your issue.  You work out which platforms you will use to share your article and then you stop. That’s it.  Chances are, if that’s all you do, only you…and maybe your mom will read your article. If you want reach a broader audience, you need to reach out and share with your network.

If you’re a blogger, you become part of a blogging community. Fellow bloggers can lend guidance, support and generally make things easier for you to reach your goals and your audience.

The same applies for most government relations campaigns. Government is obliged to think about public interest, so if you want action or attention, you generally have to position your issue as having relevance for more than just you or your organization.  If there are people in your community or in your sector that agree with your issue, you can use each other as additional resources to support your objectives.  That collective energy can sometimes mean the difference between being the lone voice in the wilderness and having the benefits of stereo and a good set of speakers. Forming effective coalitions is an efficient way to get your message out and keep it out. So what’s a coalition? Coalitions are really just alliances, unions or partnerships; they act to bring together like minded individuals to pursue a common goal. If you decide to start a coalition, there are few things you should keep in mind.

Define Your Goal: The first thing you want to determine is what that common goal is. There is no value in assuming what your partners want.  Put it in writing and ensure you all agree or you may find yourself arguing at the worst possible time…like in front of the government official you are trying to persuade. A colleague of mind experienced this while sitting in a Minister’s office with coalition members, talk about awkward.

Coordinate your activities. It is best if you coordinate your approach so that you are getting the biggest bang for your buck. If your issue is particularly complicated, it might mean taking your time and having everyone deliver the same message but each partner  emphasizing a different perspectives.  Even when messages seem simplecoalitionscoordination is critical because sending multiple messages or competing perspectives can undermine everyone’s objectives. Competing perspectives force the issue to slow down and puts the legislator, often the  informed on a topic, into the role of mediator or judge. It can also mean that you will spend  valuable time explaining someone else’s perspective.

Be clear on everyone’s commitment at the start. As you consider the likely benefits of a coalition keep in mind that while often all it takes to start something is one person, to keep things going generally requires a little help.  Having a conversation about the degree of time, effort and resources each coalition member  is prepared to commit to the process is an important part of avoiding disappointment or frustration later on.

A coalition should reduce not increase your workload. Coalition activity should reduce labor for all participants.  If you find you’re working harder than ever and making less or little process, you need to rethink your partnership.

You have to trust your partners. and like any partnership, there has to be trust.  If there is a group or organization that shares your perspective but there is something about them that you do not trust or find unsavory, then don’t partner.  Your negative feelings will eventually manifest themselves in ways that may undermine your objectives. You may also put yourself into a position of lying to the legislator about your commitment to the group, and honesty must be the underpinning of all government engagement.

Getting started doesn’t need to be complicated. Sometimes gathering people around a cause is as straightforward as talking to your neighbors or friends about an issue. In business settings it may mean requesting a meeting and presenting a proposal for common action.  While you may not want your coalition to become too unwieldy, if at first you can only think of one or two partners, ask each of them to think of another possible member for your coalition.

Stretch scarce resources through collective action. Coalitions are also a great way to get more accomplished with less.  They let legislators know that they will have a broader band of support for their actions if they support your cause and they reduce the stress on any one individual or organization of carrying the entire communications burden.

Compromise is key to success. The thing to keep in mind with coalitions is that it can’t be all about you. You will generally have to make compromises if it’s going to work. It is difficult to imagine (if not impossible) that any gathering of people will have identical ideas on how to achieve goals. be open to suggestion, but not so open you find yourself working on issues you don’t care about.

Keep it simple. Coalitions work best if the issue they are addressing is kept simple and the duration short.  Usually if the issues expand and the coalition continues to function over a longer period it becomes more of an association or society. Keeping issues simple means it will be easier to maintain consensus, so keep the common elements simple and clear.

Coalitions work in all kinds of settings,  whether it’s neighbors opposing local construction projects or bloggers working together to address common challenges. Have you ever had to become part of a team or coalition in order to get something done? What was the toughest part?  What was the easiest?

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Taking the Fear Factor Out of Lobbying.

Born to Lobby - Laurel was asked, NOT to touch the flowers in the picture.
Born to Lobby – Laurel was asked, NOT to touch the flowers in the picture.

Guest Blogger Laurel Craib is an exceptional lobbyist bringing more than twenty years of experience from both sides of the political desk. Well known and well regarded in political circles regardless of the party in power she has represented a range of clients from health professionals to auto manufacturers.  She gets inside of her clients issues and delivers their messages with a style and capacity all her own. Laurel recently launched her own company, Agora Consulting, named after the birthplace of democracy in ancient Greece.

I understand that lobbying does not come naturally to everyone.  It does for me though.

It’s a story that I have heard my mother tell many times.  In fact, it took years for me to understand its significance but not from a parent’s perspective, more from the orator’s point of view and what exactly I had begun so many years ago.

In 1968, my mother bravely took me downtown Montreal to watch the Santa Claus parade.  Better known as the Défilé du Père Noël, Montrealers would line both sides of Ste. Catherines Street, as marching bands and decorated floats thrilled the crowd of spectators who overflowed onto the streets from the sidewalks and storefronts.  I was about 4 years old, and my mother had dressed me in a white fur coat, a white fur hat, and white fur muff for my little hands. A little angel, she thought, as we headed out for our special day together.

The way she retells the next series of unexpected events is always scattered with incredible laughter albeit stemming from her ultimate embarrassment.

“I am a good girl, right Mommy?” I stated.  “Yes you are”, she answered, beaming with pride.

“I never say %#@!!!.  And I don’t use the words &%$@@ or *&%%, do I Mommy?”, to which she replied a little red faced in case someone in the crowd overheard , “No you don’t”,  and she hoped it would end there.  I admit that even today that response would never silence me.

I continued. “I hear some people saying #@!$$ and other people saying &&*%%, but I don’t say those things, do I Mommy? I am a good girl, right?”. Silence in response from my Mom this time.  Huge mistake.

My voice raised, just in case my mother did not hear me, I persisted.  “I don’t ever say &%%#@.” Getting louder still, “and I NEVER EVER SAY **&&* @@##$, BECAUSE I AM A GOOD GIRL, RIGHT MOMMY?”.  And then whoosh! My Mother had whisked me into a storefront alcove where she promptly instructed me to say every bad word I knew then and there.  Apparently compliance to my mother’s request took several minutes. I must have stock piled an arsenal full of expletives for this special occasion (I will call this my research).  With onlookers giggling and shaking their heads, my red faced mother asked me one final time if I had any words left inside that I wanted to share as examples of me being an upstanding young person. Apparently I did not.  I had made my point.  I was a good girl, now let’s go watch the parade!

Indeed I had made my point, despite my unrefined delivery.  At 4 years of age, I was advocating for myself, the good girl and on that cold December day, I was determined to influence my mother of the same.  What I had effectively just done was lobby my mother.   She was my first audience, and I knew her well.  Why, she had even agreed with my premise early on in this advocacy exercise.  Mission accomplished!  What I had begun, maybe on that very day, was the beginnings of my career and passion for lobbying.

I have taught many courses on how to effectively advocate and what lobbying is for a little over 8 years.  My audience is mostly made up of board members, CEOs, Presidents and representatives from many varied professional organizations.  I consistently hear from the participants in my course the uncertainty and fear that they feel about lobbying on behalf of their issue, organization or policy.  Most are concerned that about their messaging, their delivery, their relevance, their impact.  I often hear, “Why would they want to hear from me anyhow?”.  The truth here is that if you have decided that you are ready to bring your issue front and centre with government, you probably feel that change can be made and who better to articulate your premise than yourself.

So allow me to suggest ways that will make your advocacy exercise less frightening;

Don’t be afraid of your audience.  First of all, do your research.  Most politicians and senior bureaucrats have their biographies available online, or through professional social networking sites.  Make sure that the senior officials that you are meeting with are in fact interested in your issues.  You would not seek to meet with an official at Fisheries and Oceans if you want to discuss tariffs.  Also remember that these people are quite likely someone’s mother or father, sister or brother, aunt or uncle.  That is, they are just people.

Don’t be afraid to be passionate about your issue.   Speak about your experience, education and knowledge within your field of expertise and how it relates to your reasons for lobbying on your particular issue.   Your passion will come through loud and clear.  People listen to interesting and invigorated speakers.

– Don’t be afraid to make mistakes.  Much like my mother who forgave me fairly quickly for the embarrassing exchange on a crowded downtown sidewalk, senior officials are just people who also make mistakes. The more that you engage in advocacy exercises, the easier it gets.  Don’t forget to start with the appropriate pleasantries, but quickly get to your point. This gets the conversation going, allowing for questions and open dialogue about what you are trying to accomplish. 

I like to remind the participants in my course that the elected and non-elected officials have a responsibility to listen to stakeholders and that as an experienced and educated professional, they want and need to hear your input to be better informed in their decision making.   Stage fright can also creep in your early phases of a lobbying exercise.  While I have never suffered from one single bout of standing in front of an audience, I have witnessed many inexperienced advocates go from shy wallflowers in the first several minutes of their discussions to become full fledge scene stealers once they get in the groove. The positive feedback from your audience, whether verbal or simple body language, will prompt you to continue.  They might even try to shut you up at some point, much like my mother did.

While I do know some lobbyists who swear like sailors, I no longer personally use such flowery language when I am face to face with an elected or non elected official. But that goes without saying.

For me, this just comes naturally.  It flows like water down a slope.

Of course, most lobbying is not directed towards our mothers….if it were, it would be relatively easy.  We would already know our audience, we know that they already like and wont judge us, and we know that they will most likely listen attentively and hear our case.

Do you have an interesting story to share where you had to overcome some element of your advocacy campaign?  Have you faced fear, or been uncomfortable with your audience or subject matter?  I would love to hear about your lobbying successes and challenges.

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The Fastest Way to a Politician’s Heart is Through a Camera Lens

press and politiciansIf politics were for wallflowers, government buildings would look like bungalows and politicians wouldn’t need to give speeches.  So for the sake of simplicity let’s start from an understanding that politicians expect to be seen and heard.  They would like it to happen at their convenience and on their issues, but they will adopt an issue if you capture their attention, if they can make it serve their needs and if they think it will have resonance with the public.  This description may make them sound opportunistic, but keep in mind that as public figures, they need to be, well public.  If you never hear from or see your legislator again after you elect them, then you might begin to wonder what if anything they were doing for you.  Also keep mind that a representative in parliament who can’t seize an opportunity when one is presented isn’t going to do you a lot of good in the long run.

What this preference for press means for you and your issue is that you have to think of ways of making it sexy or at least ensuring that elements of it have broad appeal.  While working in the public interest is a great starting point, it doesn’t necessarily capture headlines much less passing media interest.  The media likes conflict, sex appeal, violence and sensation, or more to the point, the assumption is that consumers of media like those things.  If you’re lucky on a slow Friday in the summer, you might get them to pay attention to human interest stories. Again, this isn’t a commentary on the personal peccadilloes of reporters, but a reflection of the corporate demands that now plague journalism and what you and I as a members of the public have indicated we are willing to pay for. This is what bumps online ratings, sells papers and raises television audience numbers.

So how do you make your news and issuesissue interesting?

As a start test its appeal with family and friends.  Do people start to glaze over when you tell your story?  Do they get angry, do they laugh, sympathize?  Do they appear shocked? If you can get a reaction from them that isn’t bored indifference you’re on the right track.  If your audience is glazing over halfway through your story, then you might want to take a slightly different approach to telling it.  For instance, you can take your issue and consider the worst-case scenario.  What could possibly happen if nothing is done? What are the implications of leaving things at the status quo?  Don’t stretch the bounds of believability, but try to follow through on what might happen if things did not change.  Stir in a few experts. Consider the plight of those impacted and suddenly you have a news story.  It also helps if you can think of a catchy way to express your concerns. The catchier, the more likely it is to end up as a sound bite on the news.  This may seem crass, but it works.

Then of course there is social media. There are volumes written on the many ways you can generate attention on your issue by blending traditional and social media campaigns or simply taking the social media route.  I would say though that unless you already have a strong online following or are about to start an active campaign to get that following, then you will want to look at blending. Although it can sometimes seem that anything can be made popular online from screaming goats to funny dances, it’s harder to do than it looks.  It’s also true that not all coverage is necessarily good coverage.

Timing is also critical to the successful launch of a story.

Any number of things can obliterate a good story, from bad weather conditions to a single but memorable violent act. A sporting event that has captured the attention of the public can make your story go from leading to pleading for coverage. You can manage some things, like avoid launching a story around an important holiday unless you can tie your story to it. Elections are tempting times to launch stories too, but do it with care.  If you cost a party a drop in the polls or even a temporary setback during an election campaign, they will remember you and it won’t be fondly. Take a look at the local events calendar, not just to avoid conflicting activities but to look for opportunities.

Whatever approach you adopt remember, media is a blunt tool.

There is little purpose in using the media strictly as a way of getting a legislator’s attention.  If you use it, it must be with the understanding that you are trying to get a message out to a broad audience, including those who may disagree with your perspective.

Do you have any media success or failure stories? Any news you saw that you knew wasn’t true or received a revelation by watching the news? I’d love to hear your stories.

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Remember Your Manners – A True Story

Remember your mannersBad manners in business are about as useful as feathers on a fish and as memorable. The following story is based on something that happened while I worked on Parliament Hill.

An executive working in the regional office of a manufacturing company was contacted by his superiors and told that it would be in the best interest of the organization if he were to meet with the local member of parliament (MP) to discuss some of the future goals of the organization.  The Member of Parliament really didn’t have the power to facilitate or interrupt those goals, but since he sat on the Industry Committee, and the changes would require some  regulatory adjustments it made good sense to make sure he was onside.  The executive dutifully contacted the office and set up a meeting with the MP.

On the day of the meeting, the executive arrived and proceeded to extol the virtues of the proposed objectives of his company to the MP.  To his surprise the MP had some concerns.  The concerns did not appear to be well founded or based on any evidence.  The executive explained that the concerns were unsubstantiated, but the MP persisted, expressing his reluctance to endorse the objectives of the company.  It was at this point that the executive became somewhat impatient with the MP, after all, what did the MP know about his business and who was he to raise objections? As the meeting continued it became clear that the two men were not going to see eye to eye, what’s more it was also obvious that the MP might actually represent a problem for the organization. The executive in frustration finally said to the MP that he would, “regret it” if he were to stand in the way of the organization’s goals.

Now for those of you familiar with testosterone, it is clear that the tone of the exchange had more to do with hormone levels than any rational disagreement. It is also possible that had the exchange been limited to these two men it would have ended then and there. Unfortunately, executives from across the country went out to meet with MPs.  It was equally clear that none of the executives had been given government relations training… or relations training of any kind.  All that was paramount to them was the importance of the proposed activity to their organization. The result was that by the time the Members of Parliament had returned to the House of Commons they were good and steamed.  When they got together with their caucus members, their anger escalated to the point that even those who were inclined to support the manufacturer were reluctant to do so in the face of the other MPs’ anger.  The net result was that the pressure on the Minister of Industry to oppose the manufacturer was unshakeable.

To the manufacturer’s horror and dismay, what started out as a no brainer business move became the centre of an outraged grassroots movement against the manufacturer’s interest. The movement was so stormy and politically loaded that the Minister was obliged to support it.

Lessons Learned

  • Assume nothing, determine the mindset of the official you are meeting with and respond appropriately.
  • Do not dismiss concerns always address them thoughtfully.
  • Do not get into arguments with officials. If you can’t agree, end the meeting and leave.
  • Do not threaten, even inadvertently.
  • Do not underestimate the power of a riled or impassioned legislator. Legislators did not get elected because they lacked determination or the ability to rally others to their cause.

Manners are not a nicety, they are a necessity in business.

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Lobbyists are Liars and Cheaters

lobbying myths

Lobbyists are liars, cheaters focused on bending government to their personal interests. They are the dark side of any political engagement. When they are very good at their jobs they can influence not only government policies, but also force cultural change and remove our essential rights.

Rights like, the right to drive drunk, the right to litter or the important right to abuse our children.  In Ontario, they have already stripped us of the right smoke in our own cars when children are present and to smoke where people have to work. What about those lobbyists who insist that recycling is better than building bigger landfills or those slimy buggers who lobbied to make us wear seat belts?

OK, misconceptions about lobbyists is clearly a pet peeve of mine and no, not all lobbyists are as pure in their pursuits as those just mentioned, but neither are they evil doers bent on shoring up corporate interests. Despite this, the myth of “bad lobbyist” is a persistent and frustrating one. Like every profession there are those individuals we could all do without, but generally, lobbyist are a smart and strategic group of communicators doing good work. I’m quite proud of that aspect of my career and it completely lines up with my current work for a national charitable organization focused on serving Canadians.

Lobbyist are often officially defined as those paid to represent a particular group or interest. Given the complexities of the government, it is not unreasonable to assume that an organization might seek the assistance of those who specialize in understanding government to represent them.  Paying someone to lobby or accepting money in order to lobby is not suspicious behavior. Despite this, lobbyists carry with them the expectation of bad behaviour.  I have actually had people laugh in my face when I’ve raised the issue of lobbying ethics, but keep this mind the next time you think about lobbyists.  What other communications professional is obliged to complete a public explanation of their activities and intent before and every time they initiate their business practice?

Another pervasive myth that surrounds government relations is the discussion of access.  The myth runs something like this, a good lobbyist is someone who can get you access to government officials.  What this implies is that access is limited, content irrelevant and objectives extraneous. It says that your issue, its effect on the public and any informed solutions you may have to offer are irrelevant if you don’t have a personal friendship with the right government official or enough cash to hire the right lobbyist.

If that’s true, I want to know who died and left professional lobbyists in charge of my rights as a citizen? Having a lobbyist with good contacts in government can facilitate the timing and effectiveness of your meetings, speeding things along, but it shouldn’t be and rarely is, a requirement for meeting with elected officials or civil servants. If effective government relations are reliant upon hiring a lobbyist who has some prior affiliation with the ruling party, do you really want that government?  Fortunately, if access to politicians ever becomes reliant on prior relationships it’s easy enough to fix. Remember who your friends are during the next election…

Lessons Learned

  • Great things can come from lobbying.
  • Real lobbying is not about selling access.
  • Good governments (and good politicians) are never afraid of hearing your opinion.
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What Exactly Is Your Issue? Four Tips For Better Lobbying

what's your issueI was on Parliament Hill recently and as my colleagues and I fanned out to share our messages I kept thinking about all the possible outcomes ahead of us.  We had the same message to deliver, but personal style and approach can make subtle changes occur that effect comprehension, reception and even perceived objective. This means that when presenting an idea, the question of knowing EXACTLY what you want is critical.

Whether presenting to government, an interviewer or potential client, it can mean the difference between success and failure.   If you are unclear about your issue, or do not ensure that your audience is clear on what you want, you may find yourself achieving an outcome you didn’t anticipate.  As time management expert Alan Lakein so succinctly put it, “Failing to plan is planning to fail.”

Take for instance the consumer advocate groups that lobbied the Canadian federal government for years on the issue of labelling of cigarette packaging.   They asked government to ban or restrict the word “light” from cigarette packages.  They were concerned that the use of the word would lead the public to think that these cigarettes were somehow not as bad for them as “regular” cigarettes.  In December 2004, then Minister of Health, Ujjal Dosanjh, was pleased to announce that the use of the words “light” and “mild” would be prohibited from use on future cigarette packages. Imagine his surprise, when on hearing his announcement, the various associations in question responded with criticism.  It seems that they were actually using the “light” discussion as an example of the kind of wording they did not want used. As it happens their “ask” was a good deal more complex than the use of one or two words, they were quite legitimately concerned about the use of any language or imagery that might be perceived as misleading, this included the use of numbers or coloring.  Subsequently, they did not see the change as sufficient.

By February of 2005, a grassroots campaign had been launched to tell government that their announced changes hadn’t gone far enough.  The subsequent nature of the relationship between the Minister and the associations following these events can only be speculated on, but needless to say a good deal of engagement would have been necessary to maintain good relations.

Knowing exactly what you want before you initiate anything, from a meeting to a full communications campaign,  provides you with a path. Waiting until you are at a critical meeting or juncture is not the time to to determine what you want. Brainstorming in tight circumstances is unlikely to be productive or successful. Its also likely to lead to frustration for you and those around you.  If you know precisely what outcome you are trying to achieve, you are also in a better position to spot options or opportunities, it gives you the flexibility to take short cuts that will satisfy your objectives. Knowing what you want means you are also in a better position to anticipate how long the process will take and what you will need to do in order to be successful.

When have you planned and succeeded?  Have you been taken by surprise by an outcome? Have you ever failed to plan and subsequently missed an opportunity?

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7 Tips For Meeting with a Member of Parliament

7 tips for meeting with a member of parliament
There’s No Such Thing As A Typical Meeting With An MP

There is no such thing as a typical meeting with a Member of Parliament (MP).  While all MPs may share the same job, and some share the same party membership, that’s about where their automatic resemblance to each other starts and finishes.  It’s not that you can’t have similar meetings with various MPs, but if you start to think that there is a set of rules or expectations on what will happen in meetings the only thing you can count on is that you will run into trouble.

How the meetings unfold will depend on a number of factors, not the least of which is the personality of the individual. The meeting will reflect what’s on their mind, their impression of you, what time they have, and many more issues you cannot control or even be aware of. Let’s not forget what you bring to the meeting with you.

I was once doing a series of MP meetings, about 50 one on one meetings in a three-month period. During the course of that process, I encountered MPs who knew all about my issue long before I got there and had done significant research after my meeting request was received. I also met MPs who didn’t know anything about the issue and not much more about the organization or group I was there representing. During the same round of meetings, one MP told me that I should never talk to the constituency MP (himself) but instead, I should talk to the party critic. Another MP suggested that I should never meet with MPs unless I brought a hired a lobbyist. I should mention that the particular MP had formerly been the owner of a lobbying firm.

One MP was only interested in talking directly to one of the professionals I was representing. Still, other MPs thanked me for bringing the issue to their attention and committed to speaking to folks in their caucus and in their constituency about the issue.  The range of reactions I received as I met with these MPs was as varied as the faces I was sitting across from.  I liked some and disliked others, but although they had all received the same information in advance, none of them responded in the same way.

Having made it clear that MPs are as unpredictable as most people, there are a few things you might expect when meeting an MP.

Lessons Learned

  • They will want to know who “specifically” you are and what it is you want from them.
  • They will expect you to explain as clearly as possible what your issue is.
  • They may ask you to suggest a solution or that you will provide one as part of your explanation.
  • The MP may oppose the position you are supporting and consequently may decide to argue openly or simply not commit to doing anything to help. In this case, note the position or acknowledge it if they share it with you. State your position, but do not engage in a back and forth argument.
  •  Always offer to serve as an information resource.
  • Remember to take the opportunity to ask the MP for his or her thoughts and how you can help.
  • Always remember to thank them for taking the time from their busy schedule to meet with you. If there are any follow-up activities don’t forget to do them.
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Warming Up The Audience Before Delivering Your Message

As a consultant I have walked into rooms where the temperature was so cold I debated getting gloves, but whether I’m lobbying or speaking at an event, I always warm up my audience before delivering my message. When they’re warm, I’m hot.

A Story from the Field

The CEO of the large pharmaceutical company was anxious to meet with an Assistant Deputy Minister (ADM).  His company had considerable concerns around a regulatory process and he wanted to share their proposals towards addressing that challenge.  He knew that in the weeks prior to his meeting there had been quite a bit of bad press about the program the ADM was responsible for. What’s more, the bad press had resulted from many unfortunate and accusatory comments leveled directly at the ADM by another pharmaceutical company.  It was of little surprise to the CEO when he was only granted 30 minutes for the meeting, and even less of a surprise when 30 minutes was reduced to 15 minutes once he arrived.

Rather than launching into his proposal, he started the meeting by explaining that he understood the challenges the department faced.  He explained that he thought the press coverage unfortunate since it did nothing to contribute to an open dialogue between his industry and the department.  The ADM who had started the meeting with her hands folded across her chest and her lips so tightly pursed she might have produced diamonds from coal, slowly began to relax.  When her assistant came into the meeting to get her after 15 minutes, the ADM shook her head and the meeting proceeded. By the time the CEO explained that his company funded a group of independent scientists who would be available for an exchange program with the department due to their specialized knowledge, 45 minutes had elapsed. The ADM was leaning forward attentively and asking about how the scientists were chosen and how the exchange might work. The meeting ended after an hour and there were smiles all round.

As government relations exercises go, I have rarely been so impressed with a client for turning what could have been a disaster into a triumph. When we were told we had 15 minutes I wasn’t sure if he would stay or walk out, but he was a total trooper.  Its a lesson that has stayed with me.

Three Tips For Managing First Meetings

  • Assume nothing about your audiences knowledge of you; make sure your position/attitude is clearly stated at the beginning of the meeting.
  • Read the body language of the person you are meeting with and respond to it.
  • Establishing rapport will serve you better than any well practiced pitch.

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