Grassroots advocacy is not immune from the seemingly inviolable "80-20" rule of production and engagement. Whether it's in sales, fundraising, and yes, grassroots advocacy, 20% of an organization's population usually produce 80% of the results.

When an organization examines its grassroots productivity, they will likely find that the same 20% of advocates produce the most results. They can be trusted to communicate the right message, to the right legislator, at the right time. The elite ones also have existing, credible relationships with policymakers, or are opinion leaders in their community. The combination of these characteristics makes for a compelling and persuasive grassroots advocate.

In acknowledgment of this reality, The Showalter Group initiated an original, specific research project to determine how powerful lobbying groups recruit, retain, and motivate their top 20% high-producing grassroots advocates.

The exclusive research was based on interviews with Fortune Magazine's 25 most powerful lobbying groups. We interviewed the groups who made the "Power 25" list in 1999 and 2001. (Fortune did not publish a list in 2000). We sat down with directors of field operations, grassroots, federal affairs, vice presidents of government relations, as well as organization CEOs. All interviews were conducted on the condition on anonymity. Thus, we had extremely candid exchanges with "Power 25" representatives.

Based on the findings, we developed a list of 20 organizational competencies in the disciplines of grassroots recruitment, retention, motivation, and also personal motivation that these groups consistently embody. From this research, here are a few of the major survey findings.

Get Personal

Many organizations only rely on their web sites and direct mail to recruit grassroots advocates. While the web is a necessary tool for recruitment, this should never replace the personal method for recruiting quality, reliable grassroots advocates who are opinion leaders in their communities.

According to research cited in Robert Putnam's book, Bowling Alone, individuals who join organizations via direct mail and/or web site recruitment methods have less attachment to their groups and are more extreme in their political views than those recruited via word of mouth or more personal methods.

Reality Check: By utilizing personal methods to recruit quality grassroots advocates, an organization can gain more quality advocates and avoid the dilemma of bloated mailing lists and databases that cost extra money and don't produce results.

The System

I have always been suspect of the approach to appointing people to serve as Key Contacts. It was fine when about ten organizations were actively conducting grassroots programs. Since grassroots is an abundant technique, organizations that use this technique risk appearing disingenuous to a lawmaker who finds out that "concerned constituents" were appointed to contact them. It's at the heart of the "astroturf" approach to grassroots organizing.

Virtually every "Power 25" member does not appoint people to serve in key advocacy capacities. One member told us, "We don't believe we can tell people to be Key Contacts. They have to have the desire, be articulate, and be well known in their community, or they can't do it."

Many of the organizations engage in a formal screening process to ascertain volunteers' capabilities and communications skills, rather than trying to fit them into a volunteer advocacy role that does not cater to their strengths.

Reality Check: By having a formal, strategic system to recruit and screen grassroots advocates, organizations can have an ongoing supply of sincere, qualified advocates and avoid scrambling at the last minute to get people to contact their legislators.

Written Role Descriptions

There are a myriad of roles and tasks associated with serving as an effective grassroots advocate. Taking on such roles can be overwhelming for most organization members, regardless of their political acumen. Many "Power 25" groups recruit distinctive grassroots advocates by writing down volunteer role descriptions. This ensures there is no discrepancy relative to expectations, accountability, authority, or results.

Reality Check: Organizations that have written advocacy role descriptions will gain advocates who are more likely to follow through with their advocacy duties, thus saving staff follow up time and accelerating results. Organizations that do not have such tools will waste time constantly explaining what is expected of their grassroots advocates.

Implement Member Suggestions

Soliciting member feedback on a regular basis is the first step toward retention. "Volunteer ownership" and "empowerment" are ubiquitous terms groups use to describe their volunteer management philosophy. However, true ownership arises when you implement your volunteer's suggestions. The "Power 25" groups do this on a regular basis.

One organization has a committee of their most dedicated advocates who review all major advocacy communications before they are released to the entire membership.

Reality Check: Organizations that capitalize on the strengths and knowledge of their members are more likely to retain loyal, long-term grassroots advocates.

Personal Relationships

The importance of personal relationships with key volunteers was cited over and over again during our interviews. Any grassroots professional who does not embody this practice is doomed for failure. Our definition of a personal relationship, based on the description the interviewees gave, is: "A relationship in which the staff know the volunteer and their personal interests, family members, goals, successes, challenges, etc."

One group of professionals told me, "We love our members. They always bring pictures of their children to show us; they ask us about what's going on in our lives, and so forth. We consider them our friends." It becomes difficult to disappoint your friends. Personal relationships help keep good grassroots advocates.

Reality Check: If the majority of your communications to your productive advocates starts with "CYPC" (Could You Please Contact. . .)your organization is missing opportunities to build relationships that can result in even more motivated advocates. Volunteer grassroots advocates will determine the success of various legislative initiatives. Thus, organizations that seek to develop personal relationships with their key advocates will experience more consistent cooperation, enthusiasm, and results in the legislative arena.

To learn how to integrate all 20 organizational competencies into your organization, contact TSG at 614.781.1300.

Copyright, 2002 The Showalter Group, Inc. Reprinted with permission.
Amy Showalter, grassroots productivity expert, is a national grassroots consultant and professional speaker who founded The Showalter Group to help associations and corporations increase their grassroots and PAC effectiveness. You can reach her at 614-781-1300 or www.@showaltergroup.com.