DOUG BAILEY AND
AMERICAN POLITICS JOURNAL
GIVE RALPH REED SOME ADVICE

WEDNESDAY JANUARY 7th 1998: NEW YORK-- Today is my son's birthday and it reminds me of the year he was born. I was working as a legislative analyst and about to embark on a policy career that would span the next two decades. One of my heroes, worshipped from afar, was Doug Bailey, political consultant extraordinary, who seemed to have the Midas touch. Bailey could get Hitler elected president of B'nai B'rith. He writes today in National Journal's Cloakroom, advice to Mega-Christian Ralph Reed who off-loaded his cassock and leadership of the Christian Coalition last year to cash in on his connections and become a money-changer for ultra-right conservatives who think babies, no matter how brain damaged, should be doomed to live a life of miserable loneliness and pain.

Bailey's no liberal himself, but a true artist and top spinmeister for some of this nation's hottest political successes. Like me, he's now more a commentator than practitioner although I've seen what looks like his handiwork in several GOP campaigns.

Doug's advice to young Ralph is valuable beyond money, but Bailey is too much of a gentleman to call a spade a spade, so I thought I'd add some advice to Reed of my own.

Doug Bailey's comments are in white type and ours are in orange.

Here it Is.



From "What If..."

Ralph Reed Asked My Advice?

By Doug Bailey
© National Journal's Cloakroom
Wednesday, Jan. 7, 1998

He hasn't. He's not likely to. But here's what I would tell him if he did ask me about starting a political consulting firm.

John Deardourff and I started Bailey/Deardourff 30 years ago when there were few models to follow. With precious little political experience to rely on, we experimented on our early clients and established a pattern that turned out to work rather well for us for two decades.

Of course, 30 years ago clients hid their consultants from view, not daring to admit they either sought or listened to out-of-state advice.

AMERICAN POLITICS ADDS

Ralph Reed is in a vastly different world and situation. Consultants today are not just an accepted part of politics; candidates without them are not considered serious. Reed has infinitely more experience and contacts than we had. He has a superb public reputation while we were (at best) unknown. We had nothing to offer but ourselves; Reed is presumed to bring the entire Christian Coalition and its organizational powerhouse wherever he goes.

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Eight Rules To Remember Despite the differences, there is some advice I would give Reed as he leads his new Century Strategies firm into its first election year:

1. Right now you are being given the benefit of the doubt, but after their first campaigns, consultants are judged only on whether they won or lost. If you lose, the brilliance of your strategy or the muscle of your organization isn't worth a thing. So enjoy the moment. Today you can thrive on the expectations people have; next time you will have to live on actual performance.

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2. Visible races are more important to your reputation than percentages. You're not hurt much if a client who is expected to lose loses. And you're not helped much when one who is expected to win does. Your reputation will soar when you win with someone who is expected to lose. And if a surefire winner loses, you will be dead meat. (Out of self-protection, some firms, but not many, try to keep their full client list hidden until after Election Day.)

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3. (Pay attention to this one, Ralph!) Don't take on so many clients that you can't handle them all. Don't hire a bunch of underlings to do what your clients are hiring you to do. You will be blamed for every loss, even if you never see the client again after the signing ceremony. It will be a little late if you wake up the day after election and realize that a bunch of people working for you don't share your strategic insights.

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Note: This is the most frequent road to ruin for high-flying consulting firms. Rather than handle a maximum of six campaigns, they take on everyone who comes knocking at the door, hire help to handle it all, provide inferior service -- and lose a lot of races. They make a lot of money, which they need in their premature retirement.

4. (Another friendly warning flare!) Don't take on clients who want your reputation more than your advice. Once Bailey/Deardourff had earned (or at least gotten) a reputation for winning, candidates wanted to hire us to be able to announce us at a press conference. It was good for their fundraising and their credibility with the press. But in some of these cases, the clients weren't interested in memos, advice or anything but the consultant's name. You can end up being along for the ride without any chance to steer the ship. Good luck!

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5. Remember who it is that is running. Some modern consultants are bigger celebrities than their clients. But there hasn't been a vote cast for a consultant yet (maybe some against a consultant, but never one for). Clients may want you to be visible for them -- and in your case it may well bring Christian Coalition members to the campaign. We always thought, however, that the consultant's visibility was far more likely to hurt the client than help. My guess is that you won't want to be a modern test case for that thesis.

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6. Beware of clients who don't know what they think until they have you interpret their polls. If they are hiring you in order to know what to believe, they probably shouldn't be running at all. They make wonderful puppets, but puppets make terrible candidates -- and worse office-holders.

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7. Cherish an open mind. John and I started out with fairly definite views on a number of issues -- and we wanted to work with candidates who shared those views. That seemed to make the consulting all the more important, noble and satisfying. But as the years went on, while our views on issues didn't change a whole lot, our notion of a good client/candidate/public servant did. We found ourselves seeking people who were flexible enough to listen and appreciate other views. In rapidly changing times, a philosophically pure mind may be less critical to leadership than an open one. I'm not sure it makes a big difference in campaigning or winning, but it is essential in leading.

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8. Bottom line: Don't work for someone you wouldn't vote for. Even if they pay their big bills on time, you can't be very creative for -- or inspired by -- someone you would vote against.

Good luck, Ralph. No charge.

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Doug Bailey, founder of The Hotline -- America's best insider political news source -- is Cloakroom's executive editor. "What If..." is a weekly column intended to surprise, infuriate, inspire and -- most important -- provoke others to do likewise. Doug Bailey's e-mail address is [email protected].


© 1998, 1997, American Politics Journal Publications Inc.