Public sector organizations sometimes approach stakeholder engagement and communication as distinct phases in their planning process.
It might look like this:
- First, we’ll gather input, asking people for their opinions and concerns
- Then, we’ll do all the hard work to plan and make decisions
- Finally, we’ll communicate to people that decisions have been made, and we’ll thank them for their input
If your process feels like this, you’ve actually taken a couple important early steps: you’re willing to engage and transparently communicate decisions. But this phased approach of bookending initiatives with these stakeholder engagement activities can feel abrupt, and—even though you asked for input early on—individuals can feel disconnected from the process.
This leads to disengagement over time, and a sentiment that the organization is just “box-checking” by asking for input.
Introducing the Effective Stakeholder Engagement Framework
The Effective Stakeholder Communication Framework is designed to help public sector leaders proactively start a dialogue with their community at the beginning of an initiative, and, importantly, sustain their audience’s attention and participation throughout the life cycle of the project.
When applying the framework, it’s important that you design your communication plan at the front end of an initiative rather than waiting until after key decisions have been made. By taking a proactive approach, we can tell an authentic story and invite stakeholders to be part of that story, rather than a recipient of news.
Let’s break down the 4 communication principles of the Effective Stakeholder Engagement Framework: Problem, Process, Plan, and Progress.
Problem
As the adage goes, the first step to solving a problem is admitting you have one. The same is true if you’re expecting your stakeholders to help strengthen your organization.
If you’re diving into an initiative, it is assumed that there is a need to create something, change your practices, or improve upon current conditions. Be direct and forthcoming with this as you set out to engage stakeholders. Rather than ‘asking for input to help shape the future,’ let your community know, ‘performance in [insert problem] has declined over the last two years. It is important that we make a change to improve performance, and we need your help with problem-solving.’
It is vulnerable and a little scary to put a spotlight on problems—especially in tense political environments. But stating the problem and asking for help will both build trust and drive better engagement when everyone is on the same page with what needs to be achieved.
Process
People are very hesitant to offer help when they don’t know the process they’re getting themselves into. Am I giving up three hours to brainstorm ideas? Or am I committing to a year-long committee that will end in a board-level recommendation?
Be very clear about the process that your organization is taking to solve the problem. For example: “Over the next 45 days, our leadership team is gathering data and laying out 3 potential solutions to this problem. We’ll take the following 45 days to narrow to a single recommendation that the board will ultimately vote on at their June meeting. Your job in this first phase of the process is to help us better understand the implications of these potential solutions, including the domino effect that might occur with each option. We want you to ask tough questions and offer direct and honest feedback to our initial ideas.”
Just as important as laying out expectations for participants, it’s critical that these stakeholders know what decision is being made, and by whom. Am I in charge of this decision (and therefore accountable to results), or am I just here to offer my perspective and raise thoughtful questions?
In the same way you wouldn’t take a new job without knowing the pay, work schedule, or responsibilities, stakeholders aren’t eager to engage in something without clear expectations. Being transparent about the process (timeline, roles and responsibilities, and parameters) will help drive participation. It also instills confidence that leaders are engaging with intent, rather than passively collecting input.
Plan
When you’re planning to execute an initiative, your communication plan needs to run parallel to the rest of the project’s work. Communication plans—and trust—break down when leaders get to the end of a lengthy process and then decide it’s time to communicate.
Communicate the plan for execution upfront, and then build in consistent communication tactics throughout the lifetime of the initiative.
People don’t need to know that your team is ‘hard at work behind the scenes.’ They want to see behind the scenes themselves.
As best as you can, keep impacted stakeholders informed on what decisions are being made, what tradeoffs are being wrestled with, and what roadblocks and unexpected opportunities are surfacing.
This doesn’t mean you’re obligated to open every decision up for debate, but it does show that you’re authentic and willing to lead in the open.
Remember that effective communication is a way of existing as a community, not a phase in a project. The more your stakeholders know what the plan is for execution, the rationale for decisions, and what milestones can be expected along the way, the more informed and trusting they’ll feel.
Progress
Imagine your agency put a tax on the ballot a few years ago, and it was approved by voters. Now, when you need to go back to voters to renew the tax, you see social media comments like, ‘what did we even get with the last tax we voted for?’
Reporting progress is the phase where leaders can celebrate with their community and prove results. But it’s somehow the phase of stakeholder engagement that too often gets overlooked.
We spend so much time drumming up support and convincing our stakeholders that the change or investment is worth it, that we forget to circle back and report on the outcomes of our decisions. And then, in a busy day-to-day environment, it’s on to the next issue.
As you’re building your communication plan, be sure to extend the plan so that progress reporting is included in the initiative.
When it makes sense, you should also consider feedback cycles where you revisit impacted stakeholders. Ask them how things are going, what kinks still need to be worked out, and how you can support them in the continued success of the initiative.
In large, complex organizations, we shouldn’t expect that everything will be smooth on day one of rolling out a new system or technology. But going back to impacted stakeholders and asking for their continued partnership in refining the system will go a long way in sustaining the trust you built during the planning phase of your project.
Summarizing the Effective Stakeholder Engagement Framework
Next time an initiative comes along where stakeholder engagement will be critical for success, consider the story of the project from the lens of an impacted stakeholder.
When they’re thinking about how this initiative will affect them, and how leadership is approaching the process, they’ll start saying things like, ‘I wonder what they’re saying behind closed doors,’ and, ‘there’s a lot they don’t understand about how this could affect me.’
Then, think about everything you could share with that person to reduce their anxiety. It might help them to know which options are on the table, and which are not. It could also be beneficial if they understood the complex challenges you’re working through, and they might even be able to offer a helpful perspective you haven’t heard yet.
Being upfront with as much information as possible can go a long way toward building and sustaining trust. It positions you as a leader to say, “I don’t have all the answers, and I need your help.”
Remember that your job when engaging stakeholders is not to be an all-knowing being. If you were, you wouldn’t need to engage stakeholders. This is your opportunity to state a problem, lay out a process, and get help solving the problem. Then, you’ll have a great opportunity to report progress and celebrate with your stakeholders once you implement a successful plan.
