This week, I had the pleasure of attending the ATD training industry event in Washington, DC. Visiting DC is always an interesting experience, as being in the heart of the nation’s capital reminds you of the importance
Over the past few weeks, I have shared some insights into the impact of the Inflation Reduction Act (IRA) and, most recently, the Presidential Order on pharmaceutical drug pricing.
Having the opportunity to meet with and learn from some of the best lobbyists, I thought it would be a nice idea to take a moment to highlight a few key points that business leaders can learn from lobbyists.
The Big Picture
Washington lobbyists are masters of the long game, navigating stakeholders, crafting narratives, and managing complexity. They possess deep insight into the key issues affecting business leaders and carefully guide and provide critical information that informs important business decisions. One of my favorite firms, The Todd Strategy Group, is on top of every issue and can sometimes update its clients two to three times a day on the critical pressing problems facing business leaders.
Based on this interesting dynamic, here are five learnings from the world of lobbying to share with our business leader clients:
1) Regulation is a Strategic Constraint, Not Just a Legal One
Whether it’s drug pricing, carbon emissions, or AI safety, policy moves faster than it used to, and the most innovative business leaders treat regulation as a strategic design factor, not a compliance afterthought. How you price, run your supply chain, market innovate, or communicate must align with the policy winds or risk being blown off course.
As a side note, this week, Advantexe introduced our “Tariff Business Simulation” at the ATD conference, and hundreds of attendees played it. If you would like to play, contact jim.brodo@advantexe.com for access.
2) Stakeholder Mapping is a Core Executive Skill
Lobbyists don’t move a message without knowing the stakeholder landscape inside and out. Business leaders should adopt the same discipline, understanding who influences whom, how decisions get made across silos, and where alignment or friction may emerge. Organizational influence isn’t accidental; it’s intentional.
3) The Message Matters More Than the Metrics
Data is important, but lobbyists know that what persuades isn’t always numbers; it’s the story.
Business leaders should refine their approach to framing decisions, explaining trade-offs, and aligning teams behind a shared purpose. Business acumen today encompasses the ability to craft a compelling and credible narrative and disseminate it throughout the organization. As we met with conference attendees during the week, we heard them asking numerous questions about how to develop this very skill.
4) Playing the Long Game Builds Strategic Advantage
Lobbyists often wait months for a well-placed conversation or a subtle shift in tone to yield results. In contrast, many business leaders are trapped in quarterly thinking. A shift to longer-range planning and proactive positioning, especially in regulatory environments, can be a powerful differentiator.
5) Trust is the Currency That Moves Systems
Whether in Washington or the boardroom, relationships drive decisions. The ability to build trust across functions, up and down the chain, and with external partners is fast becoming a critical leadership capability. Business acumen isn’t just about finance and operations; it’s about integrity, reputation, and strategic diplomacy.
A Final Thought:
The more I watched how Washington works, the more I saw a mirror for what business leaders are navigating. Complexity. Speed. Scrutiny. Competing agendas. And yet, success goes to those who can see the whole system, tell the right story, and move deliberately across silos. There’s a lot the C-Suite can learn from K Street.