I Don’t Work In Politics

When I go home to Michigan or Chicago, I get some common questions from family and friends. The most frequent is: How do you like working in politics? 

In the words of Lucille Bluth, “I don’t understand the question and I won’t respond to it.”

I had one job in politics as a legislative assistant for a Michigan state representative. It was a pretty good job, a great one at the time (I was in college). I mostly answered emails from constituents and helped my boss draft legislation. 

When you work for a politician, you help them campaign. You also help them campaign for members of the same party. I had no interest in that. 

Politics is war. Now I don’t mind fighting, but there aren’t many battles worth fighting. As a general rule, politicians are amorphous blobs willing to do whatever it takes to ensure one thing: re-election.

We can talk about the separation of powers, how to interpret the constitution, the proper role of government, but at the end of the day politics is about gaining and wielding power. Nobody exemplifies this better than Donald Trump. Oh, and you’re kidding yourself if you think the Democrats are innocent of this. The weakest political criticisms are those of hypocrisy. People are hypocritical in politics all the time and there is no punishment for it. Political actors do not care about rules and ensuring those rules are followed. They care about promoting those of their political tribe. That matters more than procedural concerns.

I don’t work in politics. So what is it I do?

I have mostly worked at places that deal with ideas. I worked at a think tank, a student leadership network, and am now at an academic institute. The exact vision and strategy of each organization has been distinct. They all share the goal of fighting the battle of ideas and shifting the intellectual conversation which, in turn, would change the behavior of politicians.

If you have asked me this question and I have responded angrily, I apologize. I know you mean well. And I understand for most people, there is no difference between politicians debating policy and eggheads at think tanks doing the same thing.

Politicians have a seat at the decision-making table. Their power to create change is, in theory, vast. But they are so constrained by interest groups, public opinion, and political alliances their votes are often predetermined for them. 

Us eggheads admittedly don’t have that seat at the decision-making table. But it’s overrated.

Ideas matter. And breathtaking ideas, like those of Adam Smith or Ayn Rand, have amazing staying power. 

Non-Profit Measurement

For-profit companies have it so easy. Maximize revenue, minimize expenses. Make a profit.

There are important steps to making a profit. Develop a product that provides value. Identify customers. Sell customers on your product. Bring in talent and keep them happy.

But at the end of the day, your balance sheet tells you how you are doing. It is not so clear for a non-profit.

I have worked for a few non-profits now. Here is a sample of their mission statements:

…to inspire, educate, and connect future leaders with the economic, ethical, and legal principles of a free society.

…to educate, develop, and empower the next generation of leaders of liberty.

 …to ensure higher education becomes a place where classical liberal ideas are regularly taught, discussed, challenged, and developed, and where free speech, intellectual diversity, and open inquiry flourish.

If you are an organizational leader or a financial supporter, how do you know if a non-profit is successfully advancing such a mission?
This is where non-profit measurement comes in. 
Non-profit measurement is the attempt to measure an organization’s impact. This means attempting to answer questions such as: 
  • What does success look like? 
  • Is our organization moving us closer to success? 
  • How do we know? 
  • If we are working towards long-term results, what short-term indicators can reasonably suggest long-term success?
In my experience, effective measurement provides a common language and clear (if inexact) answers to these questions. These are guidelines to steer team members in making decisions that move the organization in a unified direction. 
If you wonder what I do for a living, I attempt to help the Institute for Humane Studies measure success and make better decisions towards furthering our vision. 

Don’t Just Study, Practice

In my work on marketing operations for the Institute for Humane Studies, I am working with our fundraising team on an online advertising campaign. We have posted ads on websites where potential IHS donors might visit. When people click on our ads, they are taken to landing pages on IHS’ Learn Liberty website.

Landing pages are web pages designed to drive visitors to action. In this case, we want folks to sign up for email updates from Learn Liberty and make a donation to the project.

We are disappointed in the results so far, so we got on the phone with an agency helping us with the project. It turns out a decent number of people are clicking on our ads and checking out our landing pages, but they are not signing up for emails or making donations.

Why?

Our representatives at the agency went through our landing pages with us and pointed out a few changes we could make to possibly improve performance. These were pretty simple changes such as moving the email signup form towards the top and putting our calls to action in an eye-catching gold font.

I should have known better. In fact, I did know better.

As part of getting up to speed for this job I have been researching and studying digital marketing, including building landing pages. Having your calls to action easy to find and “above the fold” is basic advice I already learned.

But I hadn’t put it into practice. I hadn’t built a landing page for a real fundraising project before.

As I continue to do this work and build my skills, I expect I’ll make mistakes in building landing pages and other areas. At some point, the basics of building effective landing pages might become automatic so I can focus on testing more elements for best performance.

Studying will help you try but mastery will only come from practice.

Start of State Policy Network Annual Meeting 2015

I am on my way to the State Policy Network’s (SPN) Annual Meeting today. SPN is the network of state-based free market think tanks in the United States. I have previously attended this event in Amelia Island, FL and Oklahoma City. This year the event is being hosted by the Mackinac Center for Public Policy in Grand Rapids, MI. I spent the summer of 2012 as an intern at the Mackinac Center working on their Michigan Capitol Confidential publication. My work from that time, a series of investigative journalism pieces of government investments in green energy projects, is available online here.

I attended my first SPN Annual Meeting through their Generation Liberty Fellowship for young people interested in free market think tank work. I hosted a session on student outreach for think tanks on behalf of SFL. I think it was a moderately successful session. The next year I attended entirely on behalf of SFL, again running the student outreach session.

This year I have four primary areas of focus. The first is professional development through sessions on management and fundraising. The second is fundraising through meeting with new, potential, and current SFL donors. Third is maintaining SFL’s presence at our exhibitor booth. My final focus is networking with existing and new contacts, updating them on SFL’s work and my current role as well as learning of new projects from other organizations.

I am very excited for this conference and hope to gain a lot from my participation. This is my first non-SFL libertarian event in months. Following the conference, Kelly and I will meet up and head to Michigan State to attend the football game against Purdue with my old roommates and their significant others: Nick, Jay, Kara, Kyle, and Kate. On Sunday, we will celebrate my 24th birthday with my family. This should be a great week!