When campaigning for a particular cause, there are a number suggestions that you and your group might like to consider.

• Create a mission statement that can appear on all your fliers, pamphlets and correspondence.  This is a statement that contains the essence of what you are campaigning for. For example, a campaign to improve funding for local schools might use a catchphrase such as “Nothing but the best for our children!” or “Quality schooling can’t wait!”.

• Set targets that are clear and achievable.  A chain of small goals is usually clearer than one broad one.

• Take your fellow campaigners into your confidence. Nothing is more off-putting to a campaigner that finding that one person has hijacked the agenda for the movement and is reluctant to share the activity (or the credit) with others. Listen to your colleagues’ ideas and encourage others to adapt and expand them. Be prepared to delegate.

• Trust your fellow campaigners to do their jobs. There are many ways to the same objective and the different ways that people attack their roles can enrich the organisation.

• Give your co-workers a sense of  ownership in the campaign. Their participation and visible contribution to organisation, strategy and activity develops pride and builds a feeling of achievement. Remember good leadership is a “people” skill rather than a display of knowing how.

• Keep your sense of humour and share it with others. Discouragements will come  in the form of opposition, abuse, rejections, apathy, setbacks and pessimists. Spirits will frequently need lifting. Keep energetic because this is infectious. Focus on those clear goals.

• Explain clearly what you want your co-workers to do. Take time and be as encouraging as possible. Never show frustration. When they are on the job, tactfully check on how things are going. Do they need help? Need equipment or supplies?  Any new ideas?

• Create a diagram/flow-chart/time-line of your proposed campaign. Keep deadlines in mind.

• If there is an opposition, listen to what they are saying. Do their arguments have substance or are they attacking the people rather than the issues? This can shape your campaign. Try not to fall into the trap of using similar distasteful tactics. If you have the moral high-ground, keep it.
  
  
• Never underestimate the astuteness of the Australian public. Voting may be compulsory in this country but that doesn’t mean that voters don’t consider all arguments.  They have clear values and they do vote intelligently. For example, look at the way they use the preferential voting system to vote for a single issue party as #1 but give their preference to a major party. They can recognize hollow arguments when they hear them and they don’t like mud-slinging tactics. It is the issues rather than personalities that mostly determine how they mark their ballot papers.

• Appoint one of your number as spokesperson. This person should be articulate and have a clear grasp of the facts in the case, not to mention a commitment to the cause.

• If you have a campaign fund, draw up a budget, keep accurate records, appoint an auditor and circulate a final report that shows that everything is above board. Appoint a treasurer and seek the group’s approval for expenditure.

• Use local media, talk back radio, local newspapers, the internet, letters to the editor and any other things you can think of.
  
  
• The wording of written statements is important. Avoid ambiguity, pomposity and vagueness. Keep it simple. With motions passed at meetings consider WHAT is to be done, WHO is to do it, and  WHEN it is expected to be completed. If necessary, include HOW MUCH of your precious resources of time, talent and money are to be allocated. A bit of advance time spent in preparing the wording of motions and asking the opinions of others can save a lot of time, trouble and frustration.