Author: George Liacos
How to think more strategically: Stakeholder Engagement: Insights (Part 1)
Strategic thinking strategies aren’t just about making your brand look better, but function better.
We build our strategic thinking muscle using a range of techniques and tools as outlined in my book Spark Change.
The eighteenth Spark I’d like to introduce you to is Stakeholder Engagement.
How to think more strategically: our opinion on stakeholder engagement
If I had a dollar for every time someone dropped the term stakeholder engagement as if it were some sort of magic incantation to solve all challenges…
Stakeholder engagement is so much more than asking lots of people for their opinions. It is the orchestrated effort to communicate with and involve people who have an interest or stake in your organisation’s activities and outcomes. It’s not a PR exercise, nor is it merely consultation; it’s a genuine, two-way dialogue that informs, influences and ultimately enhances strategic decision-making.
How to think more strategically: what is stakeholder engagement?
If you’re a fan of space exploration, like me, think of stakeholder engagement as assembling your mission control for a trip to Mars. This isn’t a solo mission, mate; it’s a collective voyage requiring a galaxy of expertise – from rocket scientists and engineers to nutritionists and psychologists. Each stakeholder brings a unique piece of the puzzle, ensuring not only a successful liftoff but a sustainable Martian colony.
Now, let’s say NASA wants to send the first humans to Mars. It would be ludicrous, not to mention irresponsible, for them to craft a mission strategy without engaging a broad spectrum of stakeholders.
They’d consult with international space agencies, private tech firms, ethical and environmental organisations, and yes, even future Martian colonists if they could. The mission’s success depends on it.
These stakeholders provide insights into mission-critical elements, be it fuel efficiency, life-support systems, or the social ramifications of colonisation. By engaging them, NASA can build a more robust, foolproof strategy, one that not only reaches Mars but also lays the foundation for sustainable life there.
In this universe or any other, the principle remains the same: a well-guided strategy is a collective endeavour. And just as you wouldn’t embark on an interplanetary mission without thorough preparation and all-around input, your strategic planning should never be an insular exercise.
I love the ethos of Neami and Flourish, two organisations in the psychosocial field who excel in engaging lived experience stakeholders. It’s in their very DNA. One step in their approach is to build capability in those you want to engage with to get the m ost out of the engagement. So they undertake training and coaching with lived experience on how to give terrifically valuable feedback on the services they want and need.
Yes it’s true! Something many people either don’t think about or forget is that getting value from engaging stakeholders means you have to educate them on how to provide their insights. Think about it. You want the best insight from them so that your strategic thinking can be the best… so help them to help you!
Now, don’t get me wrong. I understand that it’s tempting to forge ahead with your strategic vision, powered solely by internal expertise. After all, ‘He who is best prepared can best serve his moment of inspiration,’ as Samuel Taylor Coleridge said.
But an internally focused strategy is like trying to navigate through the Amazon using an antiquarian sketch – you might have some idea of where you want to go, but no idea of where you are going subject to the current.
How to think more strategically: case study
When Lifeline Australia realised their suicide prevention hotlines were inundated but their resources were stretched, they knew it was time to optimise their strategy. They weren’t interested in the run-of-the-mill ‘more money’ solution. No, they sought something transformative. Enter stakeholder engagement.
Lifeline took the radical step of involving not just their board members but also hotline volunteers, social workers, healthcare professionals and, most crucially, the callers themselves – those in dire need of their service. Together, they dissected the pain points of the existing system. They found that callers often required varied support beyond immediate suicide prevention. The social workers shed light on the cyclical nature of mental health disorders, while healthcare professionals recommended a multi-tier support system.
The result was staggering. Lifeline implemented a more comprehensive service, including follow-up calls and resource referrals. Efficiency increased by thirty per cent, but more importantly, the new service model resulted in a twenty-five per cent decline in repeat emergency calls. In this instance, the stakes couldn’t have been higher, and by including everyone who held a stake, Lifeline didn’t just evolve; it revolutionised its impact.
Resources & Support
So how can you use Stakeholder Engagement in your own work? Stay tuned for our next post with tips and tricks to harness the benefits of this Spark.
This is why I wrote the book Spark Change, developed the Strategic Thinking Masterclass, and have released The Spark Strategic Leader ™ Subscription Program – all to help our sector’s leaders build the strategic thinking muscle.
Contact us at info@sparkstrategy.com.au to find out more.
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