How can you ensure a smooth transition for your industry lobbyist during a partnership termination?

1 Communicate clearly and respectfully

The first step is to communicate clearly and respectfully with your lobbyist about the reasons and terms of the partnership termination. Explain why you have decided to end the partnership, how it will affect your lobbyist's role and responsibilities, and what you expect from them during the transition period. Be honest, professional, and courteous, and avoid blaming or criticizing your lobbyist. Acknowledge their contributions and achievements, and thank them for their service.

2 Establish a transition plan

The next step is to establish a transition plan with your lobbyist that outlines the steps and timelines for transferring or wrapping up any ongoing projects, campaigns, or contacts. The transition plan should also specify how you will handle any outstanding payments, contracts, or agreements, and how you will communicate with your stakeholders, partners, and policymakers about the change. The transition plan should be mutually agreed upon and documented, and should include a clear end date for the partnership.

3 Maintain your network and reputation

The third step is to maintain your network and reputation in the industry and the policy arena. Even if you terminate your partnership with your lobbyist, you may still need to work with them or their colleagues in the future, or rely on their connections and influence. Therefore, it is important to preserve a positive and respectful relationship with your lobbyist, and avoid any actions or statements that could damage your credibility, trust, or goodwill. You should also update your contacts and allies about your new lobbying strategy, and seek new opportunities to engage and collaborate with them.

4 Evaluate your lobbying needs and goals

The fourth step is to evaluate your lobbying needs and goals after terminating your partnership with your lobbyist. You may need to find a new lobbyist, adjust your budget, revise your policy agenda, or explore new channels or platforms to advance your interests. You should conduct a thorough assessment of your strengths, weaknesses, opportunities, and threats in the current political and regulatory environment, and identify your priorities, objectives, and tactics. You should also solicit feedback from your stakeholders, partners, and policymakers on how you can improve your lobbying effectiveness and impact.

5 Learn from the experience

The final step is to learn from the experience of terminating your partnership with your lobbyist. You should reflect on what worked well and what did not, and what you can do better or differently in the future. You should also recognize the lessons and insights that you gained from your lobbyist, and apply them to your own lobbying practice. You should also appreciate the value and benefits of having a strong and reliable lobbyist, and be prepared to invest in building and maintaining a successful partnership with your next one.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?