Your strategic messaging is questioned by a stakeholder. How do you ensure its authenticity shines through?

This depends on whether the message is being questioned by one or multiple stakeholders. If a single stakeholder questions the strategic message, it is necessary to determine whether the reasons for this disagreement are objective or subjective. Then, it is important to engage in a dialogue with them to gather their perspective on what is being questioned. This discussion should refer to the organisation's strategic fundamentals to agree on a rephrasing of the message. In the case where multiple stakeholders are questioning the message, it is important to gather the viewpoints of the stakeholders in question and rephrase the message in light of their comments.

In my experience, the best way to address stakeholder concerns is by showcasing our style guide, which defines our brand's consistent voice. I will also explain how this consistency builds trust and familiarity with our audience, providing examples of successful past communications. I demonstrate the strategic intent behind the messaging, aligning it with our brand's values and mission. I remain open to feedback while maintaining our established voice, reinforcing the authenticity and reliability of our brand.

Establishing brand voice guidelines provides a clear method of 'checks and balances' for communication messaging. When crafted correctly, brand voice guidelines are directed by the mission, vision, core values, and brand personality of the business. These guidelines should offer examples of key messaging and "dos" and don'ts" for what to say (or not to say), which all role up under the mission, vision, etc. Once these guidelines are approved, they should be shared with everyone who communicates on behalf of the brand and training should be conducted to ensure all stakeholders know how to use them. If there is ever a discrepancy or unclear message that pops up, hold it against these guidelines. The message should then be adjusted to fit.

Immediately recognise the questions or concerns raised by the Stakeholder, verify thoroughly with internal colleagues and prepare to engage with the concerned Stakeholder directly by; sending an Email acknowledging the concerns and requesting for a physical meeting for a mutual discussion. Whether the concerns are legitimate or not, in the spirit of Strategic Partnerships, humility and courtesy with others regardless of who they are is part of promoting good strategic relationships and also protecting the public image and reputation of your organisation. That one voice can cost you Donors and also potential credible partners and customers. Remembering to operationalise and track the Action Points is crucial for the rebuilding of trust.

Effective Strategic Communications has to be backed by authentic Evidence. Where some of the Evidence is derived from the work of Strategic partners, an attribution should be given to those partners for their work. The Evidence should also reflect both disaggregated Numbers and Voices and should not be contradictory in order not to create room for questions.