THE RIGHT ANSWERS to These 10 Questions Make a Difference Between Winning and Losing in Washington
- What are the most powerful facts and data points that will motivate political decision-makers to act when they must choose among dozens of worthy options in budget negotiations?
- How does one know when a politician is posturing or is genuinely motivated to take action?
- What motivates congressmen and senators to take action?
- What are the different process alternatives to achieving a goal, and which have the best chance of success?
- If legislation is required, which of the many available legislative vehicles and remedies are most likely to achieve a successful result?
- What are the most important factors that Executive Branch officials consider first in making decisions, and what types of activity will elicit negative or positive reactions?
- How does one persuade the administration to include meritorious items in the annual Budget Request to Congress?
- How can issues be presented most effectively to garner positive attention of opinion leaders in think tanks, associations and the media?
- Who in the media, think-tank community and opinion leadership has the most influence with Congress and the Executive Branch; who does not?
- What arguments will opponents or competitors raise, and what is the best strategy to blunt their attacks?
Knowledge, Experience and Relationships Make the Difference
Successful Washington strategies require knowledge that is best learned from doing. Strategy isn’t taught in textbooks, or law schools, or explained in media accounts. A comprehensive understanding of how Washington works comes best from experience. DS experience is derived from decades of presence in congressional back rooms negotiating budget and policy deals; planning, organizing and operating congressional hearings; analyzing programs; writing legislation; and working on issues directly with congressmen, senators, Executive Branch officials, military leaders, association executives, governors, mayors, union representatives, corporate executives, industry lobbyists, think-tank leaders, the media, and many other influential groups and individuals.
Driving effective strategy is learned from service as a senior civilian Pentagon leader for a military service, and filling a central role of the senior team that makes budget, policy, program and operational decisions.
Effectiveness is strengthened by service as the top government relations executive in the C-Suite of a global aerospace, defense, security, and advanced technologies company with worldwide interests.
Getting the Job Done
- Dahlberg masterminded Lockheed Martin’s government-relations strategy behind the F-35 Joint Strike Fighter Program, and scores of programs impacting the jurisdiction of virtually every congressional committee, ensuring that many programs critical to the national defense were properly supported and funded, and that decision-makers had all of the pertinent facts.
- Dahlberg spent more than three decades in Washington that included roles as Democratic staff director of the House Appropriations defense subcommittee, and as Under Secretary of the Army, appointed by President Bill Clinton. He was instrumental in helping to successfully shepherd more than 50 legislative initiatives to final passage.