How to Leverage CEOs in Government Relations

CEOs are the MVP of government relations – and so public affairs leaders should ask 1) in what lobbying contexts are CEOs powerful 2) when should CEOs be deployed and 3) what factors complicate CEO engagement? 

1) Access Policymakers

CEOs can secure high-level meetings with policymakers. Powerful, as politicians like to engage with decision-makers. Best deployed, when issues are understood and negotiations are political in nature. Complicated, when an organisation is suffering reputational damage.

2) Visits and Events

CEOs can engage policymakers by hosting site visits and special events. Powerful, as CEOs help politicians to meet economic objectives. Best deployed, in advance of lobbying efforts as a way to build trust. Complicated, by internal disputes and external protests.

3) Enhance Reputation

CEOs can bring accountability to policy debates. Powerful, as CEOs are responsible for an organisation. Best deployed, at regular points throughout the policy-cycle to develop a frame of responsible engagement. Complicated, during times of crisis communication and mandatory hearings.

4) Develop Coalitions

CEOs can engage likeminded organisations to work within a coalition. Powerful, as CEOs can leverage influential networks and allocate resources required. Best deployed, when stakeholders are aligned in their thinking. Complicated, when underlying strategies give rise to diverging policy positions.

5) Public Advocacy

CEOs can speak directly to the public to encourage advocacy and mobilise engagement. Powerful, as CEOs attract media coverage. Best deployed, when stakeholders rely on an organisation and can be motivated to advocate on its behalf. Complicated, when stakeholder positions are not incorporated into the process. 

6) Social Responsibility

CEOs can speak out on issues that impact society. Powerful, as CEOs bring leadership and resources to help promote change. Best deployed, when issues are of strategic importance to an organisation. Complicated, when policymakers are polarised and decision-making is deadlocked.

7) Internal Leadership

CEOs can provide leadership to public policy teams. Powerful, as CEOs understand the strategic direction of an organisation. Best deployed, through routine engagement with senior leadership teams. Complicated, when internal communication breaks down and policy issues are misunderstood.   

CEO engagement is a multiplier in government affairs. While public affairs leaders can make progress in each of these areas alone – CEOs, and relevant c-suite leadership, speed up the process and enhance results. 

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