Read: Action 3: Ten golden rules for Lobbying

1. The lobbyist knows exactly what she wants (her item/question is concrete, measurable, feasible, inspiring and not vague, general or abstract). Her item/question is written down on 1 A4; more information is available on request.
2. The lobbyist knows exactly who plays important roles in the decision making process:
   • who are the people who discuss her item,
   • who takes decisions,
   • who are advisers for the decision makers?
3. The lobbyist has made an analysis of the different and conflicting interests of the decision makers concerning her item, both short term and long term:
   • political (power)
   • personal (image, material benefits)
   • financial
   • effectivity/efficiency/organisational
   • other?
4. The lobbyist knows all about timing: what is going to happen when and where? Are there formal procedures, what are the informal rules and moments in decision making? What moments are most important to influence the process?
5. The lobbyist knows her allies and is cooperative if necessary (she is able to have different allies on different matters).
6. The lobbyist knows her enemies and other countervailing powers - she knows their lobbying targets and actions.
7. The lobbyist makes a list of persons & groups (her network) and means (like publicity, legislation), who are powerful towards the decision makers. Out of this list, the lobbyist chooses an optimal combination of persons and means that she can mobilize.
8. The lobbyist has the possibilities (influence, funds, guts, allies, time, skills) to mobilize persons and means.
9. The lobbyist ALWAYS stresses the connection of her item with the interests of the decision makers and his or her advisers, and the interests of the persons she uses in lobbying.
10. The lobbyist maintains the relationship with her network: feeds them regularly with information they can use, compliments them with successes, is available for help.