I have harped about the importance of field operations (it is my background after all) and I will try to steer clear of it in the future, but for now it is time to beat a dead horse.
I was told three important lessons while I was being trained to be a field manager, and experience has taught me they are true.
1.) In order to recruit a volunteer, you have to figure out what their self interest is in volunteering, and by far the most common reason is to be part of something bigger than themselves.
2.) Quantify everything. If it isn't counted, it doesn't happen. Voter contacts, volunteers recruited, coffees hosted, signs put up, everything must be quantified or it won't get done.
3.) Hold people accountable. You would think this would be less important for volunteers than paid people, but the opposite is true. If you don't hold people accountable, you give the impression that what you are doing isn't important, and that impression spreads like the plague.
This
article, by Matt Bai, shows that the Bush campaign did all three of these things exceedingly well.
Key passages:
1.)
Mehlman explained that Bush volunteers, in consultation with headquarters, set their own goals for their states and counties, and thus had a sense of ownership in the campaign.
and
''They want to have influence over a decision that's made. They don't want to just sit and passively absorb. They want to be involved, and a political program ought to recognize that.''
2.)
But now the Bush campaign was sending an altogether different message; word had come down from the national headquarters that Ohio's 88 county chairmen were to form full steering committees in each county by February, and then they needed to show proof that they were busy recruiting a statewide total of 51,000 volunteers, including captains for each of the state's 12,000 voting precincts.
and
The Bush campaign, Betty said, instructed her to recruit 643 volunteers. Not 640 volunteers or 650, but 643.
and
''We're not imposing this on people,'' Mehlman said. ''But this campaign is more focused than most on measurement. If I have one kind of belief or philosophy, it's that hope is not a strategy. And so you can't say, 'I hope we'll get this done.' We want to see what you're getting done.''
3.)
In an MLM, like Mary Kay Cosmetics or Tupperware, each independent entrepreneur who joins the sales force -- a Betty Kitchen, say -- also becomes a recruiter who is responsible for bringing in several new entrepreneurs underneath her.
Bush & Co. followed these three rules to the T. And the result was a victory. Meanwhile, what was happening on the Democrats side?
It's not surprising, then, that while Kerry lags far behind Bush in organizing his Ohio campaign, Democrats don't seem too concerned about the emerging Bush pyramid. ''I don't care how many people they register,'' said Dennis L. White, the Democratic state chairman. ''They're still in trouble.''
Speaks for itself.