How can you become a leader in stakeholder engagement?

While I agree that it’s important to define your initial purpose for stakeholder engagement, if you want to engage deeply and genuinely with those stakeholders you also have to be willing and able to co-create a joint purpose with them. Without a joint purpose, engagement may be useful for transferring information between different organizations, but it is unlikely to become truly cooperative action.

From my experience, to become an emergent leader in stakeholder engagement, one should prioritize clear and proactive communication, build trusting relationships, and understand diverse stakeholder needs. In addition to my earlier thoughts, be ready for your intents to be sorely misunderstood.

In my experience, being honest about what you cannot offer is as important as saying what you can! The world is littered with disenchanted stakeholders who thought someone was offering to fix their biggest problem when all they could really give was highly constrained by the available resources and may only have been revealed late in the engagement process. Ironically, if the stakeholders had been told up front about the boundaries of the offer, they may well have been delighted with what was available. Stakeholder dialogue is much more nuanced than traditional negotiation: think of it as two parties sitting on the same side of the table facing a common challenge, rather than sitting across from your stakeholders trading resources.

Clarity about the purpose of stakeholder engagement requires clarity about the context and constraints. (1) In my experience, stakeholder engagement is ALWAYS a means to an end: it is not an end in itself. Stakeholder engagement often has both an immediate end and a long-term end, Keep both in mind or, perhaps, achieve an immediate end at the cost of a more important long-term end. (2) Stakeholder engagement may be episodic or on-going. Is any 'exercise in stakeholder engagement' a one-off or one (even the first) of an on-going vital relationship? Finally, stakeholder engagement is an act of leadership. So, is the leadership going to be transmissional or is it going to be transactional, or is it going to be transformational?

While it is good to have a clear and compelling purpose for engaging stakeholders, but my thought is at times its also good to engage some key stakeholders whom you feel can help in defining your purpose provided you know the broad direction in which you want to shape up your project. Participatory approaches from the initial stage will help you to gain trust and confidence of key stakeholders in the process.

Keep in mind stakeholders can change over time and with each project. If you are conducting something like an annual dual materiality assessment, the groups you include year over year may change. As a small company with limited resource you may start with a few high touch relationships stakeholder groups. As you grow and expand you can diversify your engagement strategies and include surveys, interviews, and more. A very practical tool is also the sphere of influence or “onion” diagram. Consider what stakeholder are closest and have the most influence and which sit more on the periphery. You may adapt your engagement strategy to help bring groups on the periphery closer in the sphere of influence by more closely engaging with them.

Always prioritize quality over quantity. A few carefully picked quality stakeholders sharing your values and vision will serve your business better than a dozen of lesser interest. And "quality" does not necessarily mean 1M social media influencers. Your stakeholders may be well known in a niche, but they will be highly valuable for you.

It’s important to identify all key stakeholders, as this can otherwise lead to project delay. Key stakeholders will include internal stakeholders as well as external stakeholders, and so you should spend some time brainstorming who all of the potential stakeholders are. It is good practice to ask each stakeholder if there is anyone else that they think you should be speaking to, as this will help you catch any stakeholders that have been missed.

I think it is important in any type of stakeholder process to be aware of who is in the room. Who has been invited and why? Who has not been invited and why? What voices might be missing and what inputs might you miss out on as a result? This is really about the inclusivity of the process, and missing opportunities to diversity the ideas and contributions that can help to build the best possible outcome for the people involved.

The key is to conduct a stakeholder mapping exercise that is very targeted and very broad at the same time. There is no contradiction here: a targeted stakeholder mapping results in a list of individuals and organizations that may have an impact on the specific issue at stake, as opposed to a general list of people and entities that may be involved or have been involved in the past. This is the ‘targeted’ part of the exercise. The ‘broad’ part consists of drawing additional circles around this first layer, embracing all other stakeholders that may be influential. Priority stakeholders are usually the decision makers and the most relevant influencers on a given issue, and one needs to identify them with the highest precision.

In stakeholder engagement, one size does not fit all. Diverse stakeholders require tailored approaches. At Bridges to Prosperity, we champion a dual strategy: high-tech for global partners and grassroots methods for local communities. Virtual meetings facilitate global collaboration, breaking barriers of distance and time. Meanwhile, on-ground workshops in local communities foster a hands-on, personal touch, crucial for building trust and understanding ground realities. This approach isn't just about inclusivity; it's a strategic choice to ensure every voice is heard, every perspective valued. It bridges the gap between high-level decision-making and local needs, creating a holistic engagement model

Selecting the right methods and tools for stakeholder engagement is pivotal. Surveys, interviews, and focus groups can garner in-depth insights, while workshops and webinars foster interactive dialogue. Newsletters and social media are excellent for updates and ongoing communication. The key is to match the tool to your goals—whether to inform, consult, or collaborate. Clear language and feedback loops are essential for effective engagement and empowerment.

Maybe the most powerful tool is actively shaping time and space where stakeholder participation is supposed to take place. This includes physical space (arrangement of chairs and tables, air, light, outdoor environments) as well as virtual space (cameras, avatars, rules). Shaping time is done by establishing rhythms and rules for interaction. Specific tools and methods (like focus groups, world café or feedback rounds) are ways to create space and time for participation and engagement. Choose them with a specific effect on space and time in mind - and not because they are en vogue.

It is imperative to tailor / customise engagement methods based on purpose, audience, and available resources. Utilize surveys, interviews, focus groups, workshops, webinars, newsletters, social media, and reports strategically. Align methods with specific goals to reach, inform, consult, involve, collaborate, or empower stakeholders effectively. Use clear, jargon-free language for consistent communication and understanding. Prioritize feedback mechanisms and follow-ups to ensure inclusivity and responsiveness. Tailor engagement tools to match stakeholder preferences and maximize impact. Adjust strategies based on ongoing feedback and insights for continuous improvement.

Hier zählen für mich am meisten die Kontinuität und die Authentizität. Sehr schnell verfällt man in solchen Gesprächen in die Rollen "Berater" und "Lernender" und verliert dabei die Augenhöhe. Ich halte eine gute Guidance und ggf. Moderation für solche Gespräche für sinnvoll und eine gute Vorbereitung auf beiden Seiten.

In my experience, a critical factor in good stakeholder engagement is the idea that managing stakeholders is not a functional exercise to overcome certain deadlocks but rather a mindset that views organizations as part of a more extensive system whose components will inevitably overlap and impact each other. Stakeholders can support your organization or issue, but only if you build a relationship with them well before the issue arises.

The key word here is "listen", and the most important stakeholder here is employees, who are also ambassadors for the company. But they can also be naysayers if you're not walking your talk as a good corporate citizen. I've seen this come to life at Nielsen. We have 3 values - Inclusion, Courage, Growth. I was so excited to see that in our brand study, "representative" was one of the attributes where we stood out among our key competitors. Our 14 Business Resource Groups are empowered to do more than hold celebratory events. BRGs organize professional growth and development initiatives, create and provide product input, and join in pro bono consulting for diverse media--truly living our values.

Building relationships and trust in stakeholder engagements is important for the following reasons. 1. Having open communication, transparency, and consistent follow-throughs. 2. Actively listening to stakeholders, addressing their concerns with honesty and clarity. 3. Demonstrate reliability by delivering on commitments and providing regular updates. 4. Cultivate a collaborative environment that values diverse perspectives, fostering a sense of inclusion. 5. Establish clear expectations, and be responsive to feedback, showing a genuine commitment to mutual success.

I recently had a conversation with a tech company that had successfully navigated the complex terrain of data privacy concerns. They shared with me their proactive approach to stakeholder engagement. To address the growing unease around data handling, they established a series of open forums and think tanks, inviting privacy advocates, industry experts, and everyday users to the table. This initiative wasn't just about crisis management; it was about building a culture of transparency and trust. They launched an annual transparency report, providing clear data on government requests and their responses.

Yes, but what I find very difficult is keeping updated on our organization’s positions and align these with the stakeholders. It’s really challenging for organizations that depend 100 percent by voluntary contributions such as many UN agencies to balance the interests of public and private sectors. Very challenging especially during geopolitical crisis.

When making notes of engagement, don´t only write the facts, but also include the emotions, perceptions, worries and doubts people express and those you feel yourself.

Engaging stakeholders is not just about dialogue, but also about learning and evolving. For instance, when we engaged with various stakeholders to gauge their interest in a project measuring our contribution to the country's GDP, the insights were invaluable. Through focus groups we gathered diverse perspectives that highlighted the importance of our economic impact. Local communities were keen on understanding how our operations contributed to local infrastructure and services. This feedback loop allowed us to refine our approach, ensuring that our reporting was comprehensive and addressed the concerns of all stakeholder groups.

In addition to a the briliant contributions, stakeholder engagement is a journey that requires dedication and a holistic approach. It's about fostering meaningful relationships, aligning business objectives with stakeholder expectations, and actively contributing to a more engaging culture. Continuous learning and adaptability to understand changing stakeholders' needs and challenges

When you engage in a relationship, this means that both sides are open to where it might lead them. I believe, this openness also includes the definition of those issues that bring you together. The best way to sustain engagement is to share projects where all sides see themselves as part of a solution and feel enthusiasm for. This involves a lot of learning.

Hier hilft ein passendes Framework für die Dokumentation, Bewertung und Kommunikation der Ziele, Maßnahmen und Ergebnisse. Das können die 17 SDG der Vereinten Nationen sein oder auch die sehr engen Vorgaben der Corporate Sustainability Reporting Directive. Entscheidend ist, dass diese Angaben nachvollziehbar, objektiv vergleichbar und gesellschaftlich akzeptiert sind.

Siempre he comprobado, tanto en el ámbito profesional como en académico, que las palabras y sus soportes tienen cierta fecha de caducidad. Por el contrario, las acciones son memorables, se recuerdan como hitos. El problema viene en cómo comunicar esas acciones. Yo apuesto por una política de transparencia total desde el principio, en donde no hace falta comunicar una acción porque, de hecho, siempre se ha podido "ver". El arte de predicar con el ejemplo se convierte en una forma orgánica de liderazgo en nuestras instituciones, que se percibe como natural y no forzada por nuestros públicos.

Sempre acreditei que o exemplo é a melhor solução para a aprendizagem, mesmo em uma empresa, se liderar pelo exemplo é o melhor modelo. As palavras podem envolver, podem emocionar, mas o exemplo vai definir quem voce é efetivamente e mostrar qual o caminho a ser seguido.

I appreciate the relational nature and “outside-in” approach to of a lot of the points here; however, I tend not to frame this work in terms of being a recognized leader in stakeholder engagement because true engagement and intentional relationship development requires humility at each step. Yes, being clear about the assumed goals up front is important, and valuing the people enough to adjust the goals as you learn more together is critical. Getting clear about why you’re doing what you’re doing and who it’s for requires an openness to pivoting as those most impacted (and often with the lowest access to influence) must be approached in good faith and with an openness to pivot based on their perspective and needs.

Ensure that you involve stakeholders from the onset of a project. The relationship must be defined at the onset so as to manage their expectations. An objective stakeholder identification and analysis is encouraged. Finally, communication must be open, frank and honest throughout the engagement process without ambiquity.

Stakeholders maybe diverse and their own priorities may change overtime. So how do we stay ahead of the curve in terms of aligning vision and commitments? I have noticed that when dealing with govt stakeholders one has to align with long term priorities. Don’t think of short term projects just to earn goodwill. Project them in ways that helps you build a long term trajectory say need for primary health care of local community into diff aspects- policy frameworks, PPPs, CSR with govt etc. Second, accountability of each stakeholder needs to be strengthened with prospective rather than retrospective references. Make it a forward looking exercise with lessons learnt. Build mutual trust. There’s more but these remain on top of my mind.

If I can address this crucial issue in a nutshell: effective, genuine stakeholder engagement stems from the careful identification, mapping and analytic assessment of the whole stakeholder universe, laying out social risks, opportunities and mitigation measures that yield a stakeholder engagement plan. Co-developing expectations and purpose is of key importance here if the stakeholder engagement plan is to be executed meaningfully and effectively. Sprinkle this with plenty of honesty, empathy, emotional intelligence and acute listening skills on behalf of any organization and the recipe for success is there.

it depends on your objective. why is it necessary that you lead a stakeholder managemet? if it is to highlight yourself or your organization, then go for the so-called tested formula as described in the article. but if you want to contribute to the empowerment of those that have no voice "in the discussion," then do whatever you can for them to be heard.