Stone, Sand & Gravel Review - January/February 2009 - (Page 55)

The M HUMAN Element by Trey Richardson Sagac Public Affairs, LLC any believe that PAC (Political Action Committee) strategy and implementation of action plans are a mechanical process — just develop a blueprint of action steps, tell people to execute those steps and check periodically for progress. The reality is that people are the most important part of implementation, and harnessing their energy and commitment to the PAC and its initiatives is often a PAC manager’s greatest challenge. People have to feel that they have had some input and something to say about the plans they are told to implement. Whether they are staff, volunteers or directors on the board, people must know that success is important. They must be motivated to do the right things well. And they must see real benefits for their hard work. Enlist Involvement of Key People Implementation of PAC plans will go more smoothly if it has the backing and involvement of key people, and not just the CEO or EVP and his or her senior managers. It goes without saying that top level involvement is important, but it is also necessary to enlist support of staff and volunteers whom others respect: individuals with proven skills, people with access to resources and the informal leaders people naturally turn to for direction and advice. Support the Plan with Consistent Behaviors and Messages Once the need for a PAC initiative has been articulated convincingly and broad support has been enlisted, support must be maintained through a set of behaviors and messages. Inconsistency in either will send damaging signals that the organization is either not serious about implementing the strategy or unwilling to do its part. Develop Enabling Structures Enabling structures are the activities and programs that underpin successful implementation and are a critical part of the overall plan. Such structures include pilot programs, training and reward systems. Pilot programs give people opportunities to grapple with implementation and its problems on a smaller, manageable scale. They are test beds where implementers can experiment with and de-bug initiatives before rolling them out more broadly. 55 Stone, Sand & Gravel Review, January/February 2009

Table of Contents for the Digital Edition of Stone, Sand & Gravel Review - January/February 2009

Stone, Sand & Gravel Review - January/February 2009
Events Calendar
Table of Contents
Legislative and Regulatory Calendar
AGGI: The Unofficial Guide
A Quick Guide to NSSGA's 2009 Annual Convention
New President, New Congress—What's on the Agenda?
Performance Optimization in an Existing Operation
Water Infiltration Mitigation Project at Clinton Point Quarry
The Human Element
Return on Investment: Committee Membership
Shaping Landscapes for Tomorrow
What Moves the Market? What Moves a Customer?
MSHA/NSSGA Rip & Share
Working the Web
NSSGA on the Road - CEMEX Davenport
Products & Services Guide
Buyers’ Guide Index

Stone, Sand & Gravel Review - January/February 2009