Introduction Page: "Art and Craft of Lobbying"
The First Amendment of the U.S. Constitution guarantees our rights as citizens to directly participate in making the laws we live under. We can take part in the process up close by lobbying the lawmakers in the state capitol and back home where they live. And that’s what this part of Second Circle 2009 is all about: How to work effectively with members of the state legislature.
I wrote 22 articles on this subject in 1999-2000 for The Kentucky Gazette. That series, edited for today’s lobbyist, is reprinted here. The articles were written with the registered lobbyist in mind, newcomers and old timers. But as it turned out, it’s a primer for anyone who wishes to sway the vote of a lawmaker, which can be a daunting task, achievable on average about 20 percent of the time — roughly the success rate of the lion that chases the wildebeest on the Serengeti plains.
The knowledge and wisdom evident in the articles come mainly from the people I interviewed — more than 30 legislators, lobbyists and legislative staff — to whom I once more extend my appreciation. Their names are provided at the end of the chapter in which they were first introduced, except for the few who wish to remain anonymous.
The responsibility for the scope and focus of this effort, the surrounding textual matter and the omissions of topics are mine alone. My aim was to illuminate the basics of participatory lawmaking, and I trust you will find the effort useful.
There Will Be Politics
There is no royal road to success in working effectively with government. Figuring out what works on a given day is not easy, in part because the issues and the personalities are forever in transition. Even so, certain aspects of the profession — and basic rules — serve as guidelines.
Foremost, understand how the system of government works. The benefit of that is if you know the ropes, you can pull the strings.
As might be expected, beginners in the field of governmental affairs tend to be intimidated by the process, because they don’t know the ropes. But being able to reasonably manage the ropes will build your confidence and improve your outlook toward the process like nothing else. The more a lobbyist understands about the legislature, the more he or she is likely to appreciate the role of the people elected to make our laws. Having empathy (not sympathy) for legislators is the first step on the road to becoming a successful lobbyist. Get the attitude right, which depends on knowing all you can about the process of making laws and the lawmakers, and learning to accept a crucial fact: It’s government; there will be politics. ...
Critics are quick to see greed — legislators taking care of their friends, as the driving force behind the lobbying scene.
What columnist George Will said about Congress is perceived as applicable to state legislatures as well. He said that many people see Congress as a Burger King for special interests: “It exists to take special orders from whomever comes through the door. That is, ‘Hold the pickle, hold the lettuce, special orders don’t upset us. You have it your way at Burger King.’”
The attitude held by perhaps a majority of citizens toward the legislative process is a scornful one at best. The words ‘lobbyist’ and, to a lesser degree, ‘politician’ have a stigma attached. Many citizens see lobbyists as dark, foreboding figures lurking in the shadows, dispensing gifts and subverting the democratic process.
[More in the book.]
Credible Source of Trusted Information
What does it take to be an effective lobbyist? Do legislators favor smooth-talking good ole boys with political ties and PAC donations? Or, is the best lobbyist the person with the best information? Friendship vs. documentation: Which persuades lawmakers more? Actually, success depends on style and substance, on razzle-dazzle and nitty-gritty.
The prevailing image is that politically connected insiders have the upper hand over lobbyists who rely more on hard facts. But it’s not that cut and dried. Both approaches are inextricably linked. Legislators do tend to vote for whom more than for what, but one of the greatest urges of the human species is to be correct and to act appropriately. Therefore, there is an instinctive need for credible information.
Either approach — good ole boy or hard facts — it all comes down to trust, and that presents a key point: Be a credible source of trusted information.
Legislators have personal lives, with demands and obligations beyond making laws for society. They have families and jobs to tend to; they have huge time constraints just like the rest of us. As a result, no legislator has the time to become an expert on all issues he must vote on, and therein lies an invitation to lobbyists.
Legislators who collect the most information on the issues tend to have the greatest success as politicians. So they welcome lobbyists who can provide them with important and trusted facts.
Success of any kind depends on filling a need. For lobbyists, that can mean providing legislators with valuable information, which may sound easy but isn’t, because it involves more than just facts; it demands trusted facts, and trust is a slow-growing plant.
[More in the book.]
Know the Key Players
The lobbying approach that works best for you may depend on whether you are going it alone, maybe as a contract lobbyist, or are representing an organization.
Generally, the most effective lobbyists have field support, the folks back home where legislators live, who can have more influence on an issue than an on-the-spot lobbyist walking the Capitol corridors, if a grassroots effort is properly managed.
In the big picture, effective lobbying is a five-step program, which will be presented in detail in a later chapter.
The front line soldier in lobbying is the lobbyist who’s on the spot at the Capitol. To function there, he has to know the players — the primary lawmakers and their staffs. And it’s not all about getting to know them. Do they know you?
A good lobbyist gathers intelligence on all members of the General Assembly and studies them like an astronomer studies the stars — one at a time. The good lobbyist also keeps in mind, as George Orwell wrote, that “some animals are more equal than others.”
Who’s who decide what’s what
It’s not possible or practical to form a personal relationship with each of the 138 members of the General Assembly. The alternative — the next best thing — is to target the leaders, since who’s who decide what’s what.
[More in the book.]
Lobby Where They Live
A Fortune magazine survey found that the clout of the most effective lobbying organizations working the nation’s capital springs from the “sincere support they get from voters back home.”
A similar survey of statehouse lobbying would find similar results. The Fortune survey affirmed that access to legislators in the corridors of Congress (and the state capitols) isn’t the only key to the kingdom. The ultimate source of influencing legislators comes from lobbying them where they live.
Actually, the game of making laws is played on two courts simultaneously: (1) in the capitols where issues are debated and voted on, and (2) in the districts where legislators live and are voted for.
Direct and indirect lobbying
Lobbying at the capitol is called direct lobbying, or on-the-spot lobbying. Lobbying at the grassroots is called indirect lobbying. ...
Direct lobbying is overt and emphasizes direct access to legislators at the Capitol. Indirect lobbying isn’t necessarily undercover, but it is less overt, and it can be the most effective.
[More in the book.]
Build Rapport
Military officers are told not to fraternize with subordinates, because familiarity breeds contempt. That’s true — for the armed services. Making war, however, is not like the rest of life. In a free society, familiarity breeds consent.
Being an effective lobbyist depends on building rapport with the people in the legislative arena, especially those you are trying to influence. ...
When talking with a stranger (a new lobbyist), most legislators will guard what they say. On the other hand, if you develop a rapport with them —better yet, a bond — communications can be easy, friendly and frequent.
Having a close relationship with legislators does not require you to be a card-carrying member of the good ole boy network, in the inner circle. It simply means the best lobbyists often become, in time, friends with the legislators once mutual trust has been developed. ...
“You’re going to trust the person you know,” said Bob Damron, a Kentucky House member. “[The trust] is developed through honesty and integrity. Your word is your bond. Whether it's with legislators or fellow office workers, the people you have trust in, you’re able to work better with.” ...
One-on-one before the committee meeting
Should an out-of-state corporate executive who comes in to present testimony before a committee be accompanied by a local lobbyist?
“Good lobbyists talk to members of the legislature one-on-one. They don’t go to the committee room [to win votes],” replied Rep. Damron.
[More in the book.]
Testifying Before a Committee
One of the major icons of American democracy — not quite up there with the flag, but up there — is the legislative committee room. Public hearings conducted by legislative committees are symbols of open government, an invitation to participate.
Citizens giving testimony before a committee is a cornerstone of the legislative process, seen by the public as a noble part of democracy. But reality knocks some of the shine off. Giving testimony before a committee has its multiple purposes, but its effectiveness in helping pass a bill is often misunderstood and exaggerated.
Experienced lobbyists commonly try to avoid presenting testimony, because their effective lobbying beforehand can make testimony unnecessary or perfunctory.
The main purpose of a public hearing is not to sway opinions with facts. Public hearings, especially those dealing with high profile issues, are held primarily to let the public vent feelings.
There are many other valid reasons, of course, for providing a public forum for citizens to present testimony — such as getting your story and the politicians‚ faces on the 6 o‚clock news. Just keep in mind: Testifying before a committee usually is not about instant persuasion.
The most effective way to provide information to a legislator is one-on-one, not in a group, and certainly not in a room full of strangers.
If you can’t persuade a legislator in private, you’re not likely to do so in front of TV cameras.
A forum for the chairman
As a lobbyist, you or a client you represent may be compelled to make a formal presentation before a legislative committee because the chairman of the committee may ask you to. ...
Preparing and presenting testimony
Here are some basics that every organized witness would cover. They include remembering your audience, knowing what’s expected of you, targeting the presentation, preparing the testimony and speaking before the committee.
[More in the book.]
Navigating Around the Big Issues
In every legislative session, a handful of major issues tower over all of the rest. So keep your antennae turned on to detect them, because they will eat a lion’s share of the legislators‚ time and keep them pre-occupied. And that spells trouble for everyone working less contentious bills. The big issues crowd out others, especially during the logjam at the end of a session, when the clock becomes your enemy or your friend.
The dominant bills affect the movement of all legislation, and the lobbyists working the smaller bills just have to navigate around them. It’s not always all bad — sometimes you can exploit the condition. ...
“Sometimes you can hit a home run when nobody’s looking,” said John “Eck” Rose, a former Senate president.
Rose said the best time to get a bill passed is early in the session before the big bills get rolling.
“The big issues are not resolved early, and your bill can get tied up in them as the session goes along. If I had a piece of legislation that I was lobbying for, I’d try to get it through as early as possible,” he said. ...
Big issues require a fair amount of public support because they’re almost always controversial, which means they have a large number of people on both sides.
As a lobbyist, should you get involved with the big controversial issues? Rose's advice: “Stay focused on your own bill, and don't let it appear you're interested in other bills at all.” ...
Swapping influence
A lot of vote swapping goes on behind the scenes in passing important bills. For instance, promises may be made to pass your little bill, if you will persuade so-and-so legislator to favor or oppose one of the session's big bills. It can work for you; just keep it mind that it’s done with some peril.
[More in the book.]
Be Where the Rumors are
Former Speaker of the Kentucky House of Representatives Don Blandford sometimes shared this bit of wisdom with young colleagues: “The issues stay the same; only the people and priorities change.”
A lobbyist’s job calls for monitoring the issues before they become bills, and keeping up with how legislators and the public feel about them.
It’s easy to track issues once they end up as bills and are printed in the daily Legislative Record, a public document. The hard part is monitoring what lawmakers have on their minds on a given day. It’s a difficult task, because issues are more than mere ink on paper — issues are philosophies, sentiments and beliefs competing for approval, and they are always in transition, resulting in perpetual conflict and confrontation.
So how do you keep up with these ever-shifting moods and what issues are priorities with legislators? There are a variety of ways to go about it. Subscribe to the Legislative Record, read the newspapers, watch the 6 o'clock news, conduct a poll. Best of all, become part of the legislative grapevine. ...
Try to widen your circle of contacts and be willing to share at least bits of information with them. There's an unspoken expectation among lobbyists. You exchange information — give tidbits to get tidbits, all the while doing it with discretion. Swapping information is one of the lubricants that keep the legislative system running smoothly.
Don’t be a blabbermouth
A strong word of caution: You want to avoid being branded as a rumormonger or blabbermouth, the other end of the discretion stick. It is possible to share useful information with friends without becoming a gossip. Just be tactful, truthful and don‚t embellish. Stay credible even when exchanging small bits of information.
Chin-wagging in the hallways is okay
There’s no book on the art of small talk for lobbyists, and how you engage in it reflects who you are. But just know that it’s okay to share tidbits in the hallways with other lobbyists; it’s how lobbyists help each other stay informed.
[More in the book.]
Know the Ropes
In certain ways, lobbying is like a game of baseball. You must understand: (1) the rules, (2) how the field and players are organized, and (3) how to keep score. Mastering the fundamentals won’t make you a star, but without knowing them you can’t play the game.
Like in sports, good lobbyists bring to the game certain talents. But beyond talent, the athlete and the lobbyist must each develop a cultivated sense of the fine-drawn points of their professions.
Lobbyists must understand the legislative process, they must learn the steps in the passage of a bill and the pressure points scattered over the path.
When all is said and done, your success may depend on: (a) knowing the best place and time to push or ambush a bill, and (b) knowing who to see about helping you do that.
Understanding the process and the people behind the process allows you to stay ahead of a bill to protect or ambush it at the next stop.
Most lobbyists are professional bushwhackers, which comes with the territory. Defense is half of the game and easier to do than passing a bill. ...
A foundation of law and order
While the gantlet that bills go through to become law may seem whimsical and capricious most of the time, enacting a new law is accomplished, believe it or not, on a firm foundation of law and order. Much of the procedure is mandated by the state Constitution, and by the rules adopted before each session by the House and Senate. In other words, the General Assembly’s operating procedure is largely defined and definite. ...
The record-keepers
A good lobbyist knows the committees: the members, the staffs, the meeting schedules and each committee’s jurisdiction. And he or she knows, in addition to the record-keeping process, the record-keepers — where to go and who to see to get copies of bills, amendments, the daily record of events and so forth.
[More in the book.]
Working the Committees
When Bill Kenton was House speaker, he once called the committee system the “bedrock” of the legislature. The committees are little legislatures where most of the work is done, and lobbying them compared to the full House or Senate is a no-brainer.
It’s easier to lobby 21 members of a committee than 100 members on the floor of the House, or 38 members on the floor of the Senate. Besides, at least 75 percent of the bills passed on the floor are not amended on the floor — they pass in the same form they came out of committee. So, do all the work you can up front in the committees.
The committees are made up of members who often represent special interests: insurance agents serve on the insurance committee, bankers serve on the banking committee, farmers on the agriculture committee and so on, because they have expertise in those subjects.
Joe Clarke emphasized that a committee chairman’s power is paramount, and the chairmen work together and favor one another throughout the session.
“A lot of times people would ask me to help them with their bill, and I’d say, “Look to see where your bill goes,” said Clarke.
If the bill was going to be assigned to a committee that he didn’t serve on, Clarke said, “I’d tell them to get a good, strong legislator on the committee (where the bill’s going) to be the sponsor.”
A chairman’s view
Jim Bruce, a former state representative, served many years as chairman of the House Banking and Insurance Committee.
While Bruce conceded, “it’s a hard job being a lobbyist,” because of the many things a lobbyist needs to know and do, he made it seem simple.
His first piece of advice to lobbyists — freshman or veteran — was: “Go talk with the leadership of the House or Senate. Talk with the committee chairman, and talk with the members of the committee — in that order.”
[More in the book.]
Shoot, Scoot and Communicate
Computers, Internet and the World Wide Web have changed the world of lobbying. They have made lobbying more than ever a contact sport. The game is played with information — passed to others at the right time — and now at speeds faster than ever before. Productivity and the quality of information are up. And making connections is quicker and easier than in the old days. Subsequently, more citizens are participating in governmental affairs.
But the basic fundamentals of lobbying remain the same. The best of lobbyists can’t personally persuade more than a couple handfuls of legislators. Their success comes in no small part because they call on others for support — at the right time.
The U.S. Army had a slogan to remind soldiers in a Jeep with a mounted 106 recoilless rifle what to do when they come upon an enemy tank: “Shoot, scoot and communicate.”
That is, fire a 106 round at the tank, then move fast out of the tank's range while calling for help. It’s a strategy that’s particularly applicable to lobbying. The lobbyist says what he has to in a committee room (when a timely situation arises on an issue at the Capitol), and then he scoots out of there and gets on his cell phone to communicate with the foot soldiers in the field, the folks back home.
Nothing will ever replace the front-line soldier or the front line lobbyist.
Lobbying on the scene at the Capitol is referred to as “direct” or “on-the-spot” lobbying.
A model legislative alert system
When the call goes out to the foot soldiers for action, the lobbyist on the scene at the Capitol may manage the alert.
[More in the book.]
Be for Society; Be in Season
A lobbyist wears many different hats, but the job entails working the three Ps of lobbying — politicians, press and public. Get all three of them on your side on an issue, and you’re a sure winner. Any controversial bill will usually require that at least two of the three be aligned — most often the two aligned are legislators and the folks back home.
The easiest way to get an alignment is to make sure your bill matches the values of society. The press, beyond reporting, must spray its own scent on what it perceives as right for society. So, a well-rounded lobbying effort will target all three Ps.
Which P is the most important? That depends on a long list of variables, such as the level of emotions the issue arouses, the resources available to the backers of the bill, and, as always, timing.
Having the prejudices of the community on your side is arguably the bedrock, more important even than having the politicians on your side. However, every special interest claims its bill is for society's sake, and thus begins the debate over what helps or hurts the public welfare.
Inform the public
When the opponents of your bill exercise their liberty to petition government, there’s nothing that compels them to be accurate or honest with the facts.
“It is easier to be critical than to be correct,” recognized British statesman Benjamin Disraeli. You can only hope your opponents will act responsibly. ...
Even so, being right for society and correct with the facts may not be quite enough. The season may not be right for your bill. Are legislators in a mood to focus on it? Is your bill being crowded out or placed on the back burner due to more pressing demands?
Timing
With all things, there is a season. In lobbying, while timing (choosing when to move or hold your bill) is always important, being in season (matching the mood of the legislature, and to the extent possible the sentiments of the people) is also important. But what‚s on the minds of lawmakers and citizens is always in transition.
[More in the book.]
The Five Bases of Lobbying
All things considered, aligning with the public's sentiments isn’t quite enough to make a lobbyist a success in the long term. Nor is being correct. In the 1970s, when corporate America was beginning to play a more active role in governmental affairs, DuPont Chairman Irving Shapiro directed his staff to develop a comprehensive plan for effective lobbying. They gave him the following five-step plan for lobbying, which covers the entire playing field:
• On-the-spot lobbying — have a presence at the Capitol
• Field support — get the folks in the legislators’ districts involved
• Political participation — help elect candidates who share your values
• Political research — develop information to shape the argument
• Public support — educate the public
Of the five areas, public support is the area of least effectiveness and generally of most importance. ...
Think of lawmaking as a game that’s played with ideas and opinions. Ideas and opinions are like stars. You will not succeed in touching them with your hands, but like “the seafaring man on the desert of waters,” you choose them as guides and follow them.
Ideas and opinions morph into values. And you’ll want to endeavor at least to have your ideas and opinions, your values, your bills match the sentiments of the general public, which is what most members of the General Assembly try to do. ...
Educating the public should be a major component of any serious lobbying program — especially, if the effort involves a significant issue.
That choice is yours. Each lobbyist must decide whether to appeal to the public for support or to work his bill on the spot, quietly.
[More in the book.]
Compromise
Being able to pick the best time to compromise is another important part of lobbying. As a lobbyist, you should expect to compromise somewhere along the line as your bill moves through the process, and that’s okay. Seldom is there an issue that absolutely must be decided in an all-or-none fashion. To maintain your self-esteem and professional reputation, if you find the word compromise to be distasteful, think of it this way: Assert principles; accept compromise.
A legislator (and you, too) can be bendable and still honor his (your) principles. It’s a matter of asserting principles first, then accepting compromise when the time comes that you must.
“Politics is the art of the possibility. You have to know how far you can go and when it’s time to stop. … The beauty is in converting the absolutes of the individual into the possibilities of the group,” said Walter Baker. Creative leaders sense when they can put a consensus together, he said.
“It takes unity to enact a bill. In every session, you’ll see a showboat legislator who comes in as a freshman with a lot of fanfare and publicity, but fails to get much done. The lesson is, it’s not just the sheriff but the whole posse that has to get to a certain point,” Baker said.
More often than not, compromise is inevitable — certainly on big issues. There may be some bruises in the bargain, but it’s the way government works.
Edmund Burke said, in a speech in 1775 on conciliation with America, “All government — indeed, every human benefit and enjoyment, every virtue and every prudent act — is founded on compromise and barter.”
The word compromise should not be viewed as a negative. If it matters to you, “barter” is a substitute word; others view it as reaching a “consensus” or achieving “unity.”
Former U.S. Sen. Wendell Ford, according to an editorial in his hometown newspaper, the Owensboro Messenger-Inquirer, had a favorite saying about compromise: It’s the art of “negotiated hurt.” ...
Being able to judge when, and under what circumstances, to start bartering can be critical. ...
Don’t be too quick to compromise.
Keep in mind also something Marshall Long said: “You can wait too late in the session to compromise (after the train has left the station).”
[More in the book.]
Common Errors / Survivor Tips
If you look closely at the lobbyists who have the best batting averages in Frankfort, you can detect some of their interesting patterns:
• They are concerned about long-term relationships
• They don’t let their ambitions make them abrasive
• They are accessible to legislators and other lobbyists
• They are honest and can be trusted
• They know that issues come and go, but relationships and friendships remain for years.
A thin line
Actually, a thin line separates the best lobbyists from all of the rest. Often, the difference lies in small mistakes (which can accumulate and have large consequences) that some lobbyists make, because of their state of mind, or because they just don’t know any better.
Rule No. 1 is to be honest, and Rule No. 2 is to be accurate. Problems begin when lobbyists, intentionally or not, stray from truth and accuracy.
Jody Richards, a speaker of the Kentucky House, said lobbyists who tell whoppers are not his major concern, although that happens occasionally. It’s the small doses of dishonesty — the persistent snow jobs, sugar coatings and spins — that most often destroy a lobbyist’s reputation, he said.
It’s not so much the big lies but the small ones that come back to bite you.
“The worse thing a lobbyist can do is to get caught misrepresenting a bill. Most lobbyists are honest, but sometimes people want to get a bill passed so much they’ll try almost anything. They may not lie to you outright, but they’ll shade things, or won’t tell you who’s behind the bill and who’s against it,” said Joe Clarke.
When we asked why some lobbyists would do that after being warned over and over never to lie to a legislator, Clarke said, “Maybe it’s just stupidity some of the time, but it hurts them just the same.”
[More in the Book.]
Words for Beginners
Being a new lobbyist on the block — an individual assigned to influence an institution — can be an intimidating experience, at first. It's a mission that no college or university prepares anyone to perform, and there are few good books on the subject. Most of the professional knowledge on how to lobby is handed down in pieces and stories from one generation to the next by those, including legislators, who’ve gone before.
David Karem, a former Kentucky state senator, passed on pointers based on his 27 years of experience as a legislator. “I tell people to use basic common sense,” he said.
For instance, he said, “Be polite to others as you would want them to be polite to you.”
Lobbying is like life: It can be navigated okay with walking-around sense; on the other hand, it's so complicated nobody understands it all. Somehow, the best lobbyists know what's important and stay focused. You can, too. ...
Karem said some lobbyists, especially citizen lobbyists (who are not lobbyists, technically), make the mistake of becoming very unpleasant and aggressive, apparently through some feeling of ownership of elected officials. He said a legislator may smile and take the abuse, but “when the person walks away, (he’s) made a big enemy.”
Tips from Sen. Karem
• Stay on your own turf. If you come to see him about an issue, “You’re there to talk about one subject, so don’t digress and get into some other subjects. …
• You can't do it alone. “Almost every group, or every organization, or every cause has the capacity to network. Make sure you're networking with people who live within the legislator's district. That's who they want to hear from first.”
• Being truthful is critical. “When I say truthful, I mean completely truthful. Don't shade something to make the case look better for you than it is. Because that will come back to bite you, big time.”
[More in the book.]
Afterword
The preceding pages on how to effectively work with the state legislature were three decades in the making, beginning in the early 1970s when I joined the staff of the Kentucky Chamber of Commerce and we held seminars on lobbying. A quote by Bert T. Combs and Joe Clarke, included in this writing, are from my noted during one of those seminars.
Lobbying is an honorable profession, my profession for 17 years as a staff executive with three state chambers of commerce: Kentucky, South Carolina and Arizona.
Lobbyists are partners in government's most noble role — writing public policies for the state and nation. I have written about the Kentucky General Assembly for nearly two decades as editor and publisher of Kentucky Roll Call and The Kentucky Gazette, publications I founded in 1990 and 1995 respectively.
I wrote a series of articles on lobbying for The Kentucky Gazette, which I have updated and reprinted here under the title, "The Art and Craft of Lobbying." This 83-page narrative is a companion to "Mr. Butler's Classic Quotations: Wisdom from the Wild for Lobbyists" — a book of 1,942 nature quotations that apply the laws of nature to lobbying.
Understanding the process, the culture and the personalities involved in making our public laws is an ongoing learning effort. It is my hope that I have contributed to the storage of information about it.
Working with the Media
There’s a lot going on in Frankfort. Therefore, as an effective lobbyist, you need legislators to hear your voice above the din. A good lobbyist must work well with broadcast and print media from around the state: Making your point clear, concise and informative improves your chances for getting your quotes published or your sound bites aired.
These tips should help you get your positions across in an informative, professional manner that will help you at the grassroots as well as the legislative level.
Writing a Press Release
Since you are asking for free space or time, make it easy on the reporters. Other than to expand a press release into a story, a reporter should not have to call you back for information missing from your press release.
Always type the press release. Make sure it is dated and a contact person’s name and phone number appear at the top. State when the information can be released – use phrases such as “For immediate release or Embargoed until 2 p.m. Jan. 3.” Reputable publications will respect an embargo, or hold, on your information from release to the public and will use it for planning purposes until it can be released.
Include the five Ws and H: Who, What, When, Where, Why and How, but not necessarily in that order. Put the newest or most interesting information at the top of your press release. ...
Talking with Reporters
As with writing a press release, when you are face-to-face with a reporter be clear and concise. Speak slowly and clearly. Organize your thoughts before speaking. ...
As a general rule, when interviewing with television reporters, look at the reporter and don’t stare into the camera. Relax. Most shots are not live and can be corrected if necessary. Don’t worry about the setting – TV reporters can edit out clutter – rather, concentrate on your message. ...
Tips on Holding a Press Conference
The media can be your ally in educating the public and lawmakers about your issue. A press conference (or news conference, as some prefer) is one way to present your facts and views to the media and to answer all of them at once, rather than dealing with a dozen phone calls. Another benefit, you can get news coverage on an issue not of interest to journalists before.
• Define your goals. Before you plan a press conference, make sure you are clear about what you want to accomplish. ...
• Prepare you message. Decide what you want to say. Write a brief statement, under 1 0 minutes, and prepare a set of “talking points” that focus on your key message. Anticipate the reporters’ questions and prepare clear, brief answers.
• Choose a place and date. Find a place to hold the conference that is convenient to reporters and has the facilities they need. The best days of the week to get news coverage are Tuesday through Thursday. But Mondays and Fridays can be fine, too. Just avoid weekend press conferences, when the media operate with reduced staff. ...
• Pick a time of day. Most press conferences talk place in the morning, because it gives reporters more time to write and file their stories. ...
• Prepare an advisory. Send out an announcement several days in advance of the conference. Include in brief the details of time, place, contact information, who will speak and why. ...
• Plan for the day of your conference. Hand out a simple packet or fact sheet to reporters when they arrive. ...
• Begin on time, even if attendance is sparse. ◆
These tips should help you get your positions across in an informative, professional manner that will help you at the grassroots as well as the legislative level.
Writing a Press Release
Since you are asking for free space or time, make it easy on the reporters. Other than to expand a press release into a story, a reporter should not have to call you back for information missing from your press release.
Always type the press release. Make sure it is dated and a contact person’s name and phone number appear at the top. State when the information can be released – use phrases such as “For immediate release or Embargoed until 2 p.m. Jan. 3.” Reputable publications will respect an embargo, or hold, on your information from release to the public and will use it for planning purposes until it can be released.
Include the five Ws and H: Who, What, When, Where, Why and How, but not necessarily in that order. Put the newest or most interesting information at the top of your press release. ...
Talking with Reporters
As with writing a press release, when you are face-to-face with a reporter be clear and concise. Speak slowly and clearly. Organize your thoughts before speaking. ...
As a general rule, when interviewing with television reporters, look at the reporter and don’t stare into the camera. Relax. Most shots are not live and can be corrected if necessary. Don’t worry about the setting – TV reporters can edit out clutter – rather, concentrate on your message. ...
Tips on Holding a Press Conference
The media can be your ally in educating the public and lawmakers about your issue. A press conference (or news conference, as some prefer) is one way to present your facts and views to the media and to answer all of them at once, rather than dealing with a dozen phone calls. Another benefit, you can get news coverage on an issue not of interest to journalists before.
• Define your goals. Before you plan a press conference, make sure you are clear about what you want to accomplish. ...
• Prepare you message. Decide what you want to say. Write a brief statement, under 1 0 minutes, and prepare a set of “talking points” that focus on your key message. Anticipate the reporters’ questions and prepare clear, brief answers.
• Choose a place and date. Find a place to hold the conference that is convenient to reporters and has the facilities they need. The best days of the week to get news coverage are Tuesday through Thursday. But Mondays and Fridays can be fine, too. Just avoid weekend press conferences, when the media operate with reduced staff. ...
• Pick a time of day. Most press conferences talk place in the morning, because it gives reporters more time to write and file their stories. ...
• Prepare an advisory. Send out an announcement several days in advance of the conference. Include in brief the details of time, place, contact information, who will speak and why. ...
• Plan for the day of your conference. Hand out a simple packet or fact sheet to reporters when they arrive. ...
• Begin on time, even if attendance is sparse. ◆
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