How can you effectively communicate with stakeholders who feel wronged by your organization?

Agreed. Never, ever ignore a stakeholder. A lot of people are afraid to acknowledge someone who feels wronged. There are sometimes you cannot “fix” a situation. But showing a human face goes farther than you may think.

Sometimes leadership rushes into change without picking a careful path or understanding perspectives. Then they treat pushback as a problem, instead of it being the gift of feedback! Resistance happens when people don’t understand the rationale or benefits of the action and when they do not feel understood. The most effective programmes I have seen have taken time to honour the past and explain why it’s time to move on - and where proper impact assessments prior to making big decisions have even resulted in U-turns. Where people understand the why and the what and can prepare for what they need to do next.

Empathy is absolutely critical when engaging with stakeholders who may not share your views. I always counsel leaders to start from a place of "seeking to understand" and using human language and connection (no jargon!) to really listen and acknowledge their reality. Only then can you move forward.

Navigating a crisis can be a challenging endeavor, and one of the most critical aspects is communication with stakeholders. Clear, transparent, and empathetic communication can make a significant difference in how an organization weathers the storm. Here are some recommended best practices for effective stakeholder communication during a crisis: -Be honest about the situation. Acknowledge challenges, uncertainties, and potential risks openly. -Share both positive and negative developments to maintain credibility. Create a communication schedule outlining when and how updates will be provided. -Share concrete steps the organization is taking to address the crisis.

Effectively communicating with stakeholders who feel wronged or have been negatively impacted by your organization can be complex. Empathy, transparency, and a problem-solving mindset are vital to handling disgruntled stakeholders, as it is a delicate matter. Balancing compassion with robust action and maintaining transparent communication is crucial to mending and strengthening the relationship. Through the following interactions: 1. Acknowledge and Validate Feelings 2. Apologize and Accept Responsibility 3. Transparent Communication 4. Engage Actively 5. Investigate and Provide Explanations 6. Offer and Implement Solutions 7. Follow-Up 8. Learning and Prevention 9. Documentation 10. Legal and Ethical Adherence 11. Building Back Trust

While trying to identify the needs of wronged and disillusioned employees is commendable, it is almost always better to make them part of the process. Put out a call saying that you need voluteers to co-create solutions. People want to be heard and you might be surprised at the innovative approaches they might have. It breaks the pattern of us versus them and may shift the perception from “the organization wronged me” to “I helped make it less likely that others will be wronged”.

To resolve the situation and keep your reputation and that of the brand be mindful of how and where these personal interactions are taking place. Be mindful of creating the experience and environment and not in a room full of other people and onlookers. Another question to ask with genuine interest and care is "what would you like me to do?". This opens up discussion and allows you to get an insight into the other person's position and expectations. It's key to understand what this is up front so you can design the best way forward- together.

The goal is to achieve common ground and it begins with learning what the stakeholders are hoping to achieve. Asking relevant questions based on the stakeholders' expressed views, remains important. It is always helpful to refrain from making commitments 'in the heat of the moment' unless you are confident your promise can be fulfilled.

I would also be very clear on not only why you have taken these actions but also - when you are taking these actions/ what happens next - what you expect the outcomes and impacts to be on certain parties - how you plan to review and measure progress

Now it's time for you to be heard. When appropriate in the conversation with stakeholders, apologize for any miscommunications and then shore up the connection by stating relevant organizational practices in response to the expressed concerns.

There are times when you know you have no resources, financial, organizational or otherwise, to provide solutions. You simply cannot fix it or make it better. Acknowledge and apologize, but refrain from using platitudes and cliches. People can see right through disingenuine rhetoric. Phrases like “we will get through this together” and “we will emerge stronger” are more likely to infuriate a stakeholder, than assure them that things will be ok.

Working on solution would come before the third step noted above. Only after you have consulted on the actions and a plan forward together are you able to explain the rationale and next steps as I outlined. Depending on what the scenario is you can expect a some degree of negotiation at times to arrive at the best outcome possible.

Also, you should remember time! In a smaller ”crisis”, your organisation probably has core business to tend as well. If the stakeholder group in question is not absolutely vital for you, there is a risk that this part will be drawn out, increasing frustation in the stakeholders. In that case, communicating about the reasons is important.

Effective leaders are great listeners who achieve mutually beneficial resolutions to conflicts. It is not just the identified stakeholders who must receive communication on how to resolve the expressed matters. There are peripheral stakeholders who are impacted by components of the discussion.

Human follow up is often overlooked in this process. Technology and robotic assistance is important to organizational flow and protocols, yet, make sure that key stakeholders receive a reply from you or another identified individual. It is a valuable investment.

Unfortunately we see follow-up so often neglected in the response. Why? Because it's the hard part! A big success for Crisis Communicators in the last 10-20 years was making sure they had their seat at the table. That led to a much broader spread in the understanding of the C-suite in how best practices look during crisis response. While education of execs has improved the capability for immediate & appropriate response, the reason problems start in the first place are seldom in the Communications department. Business problems need business solutions, so follow-up can't be limited to communications checklists and a promise to do better. They're important starting points to regain trust, but issues must be addressed with real change!

Effectively communicating with aggrieved stakeholders involves prioritizing action over explanations. Before detailing rationales, involve stakeholders in co-creating solutions, emphasizing active listening in private settings. Ask them, "What would you like me to do?" to align expectations. Trust is rebuilt through sincere, strategic actions, not words alone. Ongoing monitoring, adaptation, and consistent messaging are vital for long-term relationship restoration. Trust is a fragile asset; handle it with care.

Never complain. Never explain. Act with contrition. Fix it. These are words to live by when you have a challenged relationship with a stakeholder. There are many reputation problems that you can't communicate your way out of. In many cases, you have to actually change behavior to appease these groups. But in the cases where that action isn't something you are able or willing to do, communications may actually make the problem worse.

To effectively communicate with wronged stakeholders, an Indian brand like Maggi, after the 2015 lead contamination crisis, demonstrated these concise strategies: Listen Actively: Engage in empathetic listening. Acknowledge: Admit the issue openly and honestly. Apologize Sincerely: Offer a heartfelt apology. Transparency: Clearly communicate actions and progress. Engage Constructively: Encourage open dialogue. Take Responsibility: Accept accountability. Learn and Improve: Implement changes to prevent recurrence. Consistency: Maintain a consistent message. Rebuild Gradually: Reassure stakeholders over time. Monitor and Adapt: Stay attuned to changing sentiments. Maggi's recovery showcased the power of these principles.

In my experience, one effective tip is to lean into one’s humanity. Share stories. Admit challenges. These actions make us more relatable, making stakeholders more willing to engage. This communication can be tricky, yet must be grounded in shared humanity.