Why Government Affairs Leaders Need To Get Serious About Strategic Planning

To government affairs professionals, the process of strategic planning can sometimes appear disconnected from their world.  It is frustrating to hear so many of my peers tell me that they consistently achieve objectives in the public policy arena, but are not appropriately rewarded with recognition and compensation.  This happens to government affairs professionals who work in companies, for non-for-profit organizations and even as consultants.

In most instances, the disconnect happens because strategic planning was not taken seriously.  Often, legislative and regulatory objectives were not aligned with shifting organizational goals and objectives, and actions were taken in the absence of sufficient collaboration.  That is Leadership Failure 101.

Many government affairs leaders come from cultures and environments (i.e., Congress and the Administration) where strategic planning is, unfortunately, not seen as relevant in dealing with one-year budget cycles and two-year legislative sessions.  Recently, I described to a group of government affairs professionals the strategic planning process I undertook as the staff director of a congressional committee more than a decade ago, and how it helped to keep me focused on what was important.  Some in the group expressed surprise that a strategic plan would even be relevant to the work of this particular committee. 

It is also not unusual for government affairs professionals to confuse strategic planning with performance planning.  While the two are directly connected, they serve different objectives.  Strategic plans have a long-term focus, with a mission statement that articulates the leader’s values.  They include goals and priorities that are tied to those of the organization, and strategies for achieving success. 

In contrast, performance plans contain short-term goals that are tied directly to the individual.  They are a human resources exercise that seeks to measure individual performance, and ensure the development of competencies that reflect the knowledge and skills necessary for success.  A performance plan should flow directly from a strategic plan.  If a strategic plan is done poorly, or not at all, it creates confusion, mistrust, and a general sense that one’s efforts are not fully appreciated.

Government affairs leaders today face unique challenges, particularly in large organizations.  They’re role is ubiquitous, and they must have technical expertise, broad knowledge of their industry and the public policies that impact it, and a detailed understanding of their stakeholders’ business models and strategies.  As a result, their strategic planning process must be comprehensive, thorough and serious. 

Among other things, a government affairs strategic plan must:

• create alignment with the organization’s goals and objectives, not only at the top, but laterally and vertically;
• create alignment with individual performance goals and objectives;
• have buy-in among all stakeholders, not just those at the top;
• create positive action and measureable outcomes (in other words, it must be realistic, not aspirational);
• be honest about deliverables;
• take account of the organization’s risk culture;
• articulate a compelling value proposition;
• reflect one’s desired status as a leader; and
• allow others to share in the plan’s success.

Every government affairs professional, from the head of a team to an individual contributor, should have a strategic plan that paints their portrait as a leader.  If taken seriously, it will inspire confidence in them and their value proposition, and it will inspire a willingness by others to follow their direction.  It will empower action, create autonomy and promote stakeholder alignment that is critical to success.

About the Author

Vincent Randazzo is Principal and Founder of Capitol Knowledge, LLC, a government affairs and leadership development consulting firm.  He is a certified executive leadership coach, having completed an International Coach Federation-certified professional training program in Leadership Coaching for Organizational Performance.  Vince has more than 30 years of extensive professional, managerial and executive leadership experience in government, business and public policy.

 

The Unique Leadership Challenges of Government Affairs Professionals

Over the past few months, several articles and opinion editorials in major newspapers have noted how the changing nature of politics has reshaped lobbying.  More and more, government affairs professionals refer to themselves as “strategic advisors” who help their clients take a more comprehensive approach to influencing public policy.

In many of these articles, there is a not so subtle attempt to blame increased lobbying disclosure requirements for the growth of strategic government affairs, arguing that the shift away from direct lobbying is an attempt to evade registration.  While that may explain a small part of the shift, the changes taking place in the profession are real.

The government affairs function of any organization is more challenging and complex than it was just a few years ago.  Government regulation and political uncertainty have become an increasingly important part of business operations and planning.  And thanks to information technology, political power is more dispersed.  A homemaker in Ohio or a tech industry executive in California with the help of social media can have more of an impact on public policy than traditional shoe leather lobbying.

In other words, “government affairs” is no longer just a relationship game.  For many organizations – companies, trade associations and other non-profit groups -- it is a function that requires more sophisticated leadership skills, the ability to navigate and engage internal hierarchy at all levels, and inspire action.  Unfortunately, leadership development programs are not well-equipped to support the unique challenges of this evolving role.

Most government affairs professionals already have some core leadership skills.  For those that worked in Congress, in a state legislature or in executive branch policy positions, and have been part of successful legislative or regulatory initiatives, they know how to collaborate, get buy-in and alignment, and communicate effectively.  For them, the challenge isn’t about learning how to be a leader, but how to translate those leadership skills to different cultures and environments.

It is difficult to go from an environment where only results matter to one in which process is equally if not more important.  Large organizations, in particular, are confronted with significant legal and regulatory compliance requirements.  It’s not enough to show compliance.  They must prove that they have the governance processes in place to ensure that non-compliance doesn’t happen.  Even if there is no direct connection to what they do for an organization, government affairs leaders still have a responsibility to support bureaucratic rules necessary to promote operational discipline and regulatory compliance.

In addition, business leaders operate in a bilateral negotiating environment, where they sit across the table from a partner or potential partner and agree on terms that define outcomes.  In dealing with public policy, government affairs leaders operate in a multilateral negotiating environment, where multiple parties have a stake in the outcome and it’s difficult to determine which parties belong at the table and which ones are critical to success.  It’s no wonder that so many business leaders find Washington to be so dysfunctional.

Likewise, executives at public companies generally have to meet performance goals and objectives on a quarter-by-quarter basis.  It’s never easy to have to tell a business executive who is struggling to meet a tough revenue target to drop what he or she is doing to spend time focusing on a public policy priority that may or may not pay dividends or address a particular problem for a year or two or even three.

Like all organizational leaders, government affairs professionals need continuing professional development to expand their leadership capacity and become more effective.  But it’s a real challenge, first, to recognize the need and, second, to find the kind of support that takes account of the government affairs culture.

Most senior legislative and government affairs professionals that I know don’t like to show vulnerability.  They operate in a political environment where mistakes are often made, but rarely acknowledged.  In general, they have a can-do spirit and a belief they can accomplish anything if given the chance.  But inevitably, they are all hampered by organizational and cultural barriers that impede their success.

When that happens, it is difficult to find someone to confide in because established coaching and leadership development programs don’t really relate to what government affairs professionals do. When organizations do invest in leadership development, the programs tend to be designed for core mission leaders, and to promote executive succession planning.  While these programs provide valuable tools for unleashing creativity and empowerment, those tools are diminished when they are disconnected from the culture and norms that underpin the value proposition of government affairs leaders.

About the Author
 

Vincent Randazzo is Principal and Founder of Capitol Knowledge, LLC, a government affairs and leadership development consulting firm.  He is a certified executive leadership coach, having completed an International Coach Federation-certified professional training program in Leadership Coaching for Organizational Performance.  Vince has more than 30 years of extensive professional, managerial and executive leadership experience in government, business and public policy.