What are effective stakeholder influence strategies for sustainable peace, prosperity, and planet for all?

One easy way to put your stakeholders under comprehensive categories, is to design a power/interest matrix. There are four categories within it: -High power-high interest: Those are your decision makers and have the biggest impact on your project's success. Keep them close and manage their expectations. -High power-low interest: Those need to be kept updated about what is happening in your project, although they might care about the outcome. -Low power-high interest: Keep this group informed about the project as they may have valuable feedback. -Low power-low interest: monitor this group, but do not spend recourses on excessive communication.

While watching smart change-makers working on systemic problems, I have learnt that they work on the classic 80:20 rule. While defining and mapping your stakeholders, it's good to apply weight of who has more power and influence in the system than others. Complex systems follow market principles. One big gear moving with great momentum triggers behaviours among other weaker elements to follow them. So putting 80% of your capacity on those 20% of powerful stakeholders could be a good strategy. Identify them, understand their motivations, their 'market' interests, and then go back to the drawing board with those who could collaborate with you to present a more compelling proposition.

Mapeie com precis?o quem s?o suas partes interessadas, sejam internas (funcionários, gestores, acionistas) ou externas (clientes, fornecedores, reguladores). Compreenda profundamente seus interesses, necessidades e motiva??es, assim como o nível de poder e influência que exercem em sua agenda de sustentabilidade. Essa análise permite personalizar estratégias de comunica??o, engajamento e colabora??o para atender a cada grupo de partes interessadas.

At the risk of overly simplifying it, there are usually two reasons to make a stakeholder support your position – and neither of them involves altruism or doing the right thing because it’s the right thing. It's usually either to avoid pain or because they can see gain. So before you define your stakeholders, define what outcome you are looking for from your stakeholder engagement strategy at a top level. In this case it is "sustainable peace, prosperity, and planet for all". However, this is too large an objective and needs to be broken down into its composite parts. So, who is the all and can we prioritise this... and within those priorities are there particular parts of the overall objective they can influence?

Nothing is more true. Sustainable strategies are today mostly about understanding what you stand for and choosing where and how to direct your efforts. Stakeholders are key in this process and must be identified in line with your mission, vision and core values.

Sem dúvida, esse um é processo complexo e multifacetado que, sem dúvida, uma das principais estratégias, desde o meu ponto de vista, é o já citado na descri??o que trata sobre a transparência. Isso inclui compartilhar informa??es, ser honesto sobre desafios e progressos, fornecer formas para feedback e discuss?o. Demonstre respeito pelo meio ambiente, reconhe?a e respeite as diferen?as culturais e sociais das partes interessadas e assegure que todas as vozes sejam ouvidas, especialmente aquelas que s?o frequentemente marginalizadas ou ignoradas.

One's actions are more likely to build lasting trust and credibility than just showing empathy and talking honestly. Powerful stakeholders in a systemic problem cannot be talked-in to change behaviour... they will talk themselves out soon! They need to be presented with an opportunity that is bigger and better for them to convince them that you're invested and interested in them - and hence prove you to be trustworthy enough.

Always, always, ALWAYS go with third-party certifications. NEVER generalize or do tests in-house. You need to show that you not only are being honest about your sustainability metrics, but you actually want to improve. Use concrete measurements and state specific goals, and you'll be able to build trust with those listening.

Part of trust is showing that you are prepared to listen and take action accordingly. However, we all know that the last thing you want to do in a stakeholder meeting is get boxed into a 'promise' situation. So, work out what you want from the engagement and what ground you are prepared to concede/put on the table too. Then, in the discussion you are always 100% clear on what you can promise and thereby 100% likely to be able to deliver. Transparency and consistency in engagement and delivery over time builds trust. It's a very simple equation.

Trust requires a long term relationship. Skills background and experience are not enough. Your human essence will be your key driver.

Na minha opini?o, esse passo necessita ter uma abordagem cuidadosa e reflexiva. Comece tendo a clareza dos seus próprios valores e interesses. Posteriormente, conhe?a quem s?o as partes interessadas, o que valorizam e quais s?o seus interesses. Para que assim, você possa procurar áreas onde seus interesses e valores se sobrep?em com os das partes interessadas. Construa relacionamentos baseados na confian?a e desenvolva uma estratégia de comunica??o que respeite as perspectivas das partes interessadas de forma honesta, aberta e consistente em suas mensagens. Esse é um processo contínuo que requer comunica??o, comprometimento e capacidade de se adaptar.

Esta etapa envolve harmonizar seus objetivos sustentáveis com os das partes interessadas. Destaque pontos de convergência, vis?o compartilhada e benefícios mútuos. Ao evidenciar como suas a??es sustentáveis podem agregar valor às partes interessadas, como aprimorar desempenho, reputa??o e satisfa??o, você cria um terreno fértil para colabora??o. Incentive a participa??o ativa, co-criando solu??es sustentáveis e demonstrando como suas contribui??es importam nesse processo conjunto. Essa abordagem fortalece os la?os e impulsiona esfor?os sustentáveis de forma colaborativa.

Understand what is material to each stakeholder and how that aligns with the outcome you are hoping to achieve. From there, you can map your agendas, find common ground - or points of divergence that need to be discussed. Every engagement should leave both parties with next steps... having a nice lunch is not an outcome.

Enhancing existing systems or upgrading the status quo can facilitate behavioral changes. Appropriate incentives and well-crafted policies are key to encouraging positive actions. For instance, the situation in Europe where companies are initiating Electric Vehicle (EV) programs for their staff. Coupled with government subsidies, these initiatives provide stronger motivation for consumers to opt for EVs.

Influencing stakeholders can only be done through awareness but also it has to be analysed the willingness of governance to drive it at the implementation levels. There can be multiple initiatives at the operations levels termed as sustainable but then what does it mean for the organization as a whole. Are these initiatives also contributing to the wider strategies roadmap. It is for this reason top-bottom and bottom -top stakeholder participation is critical. Sustainability is niche and new and often faced with 'laggards' who constitute a large part of the stakeholder group. Ideally first movers should be identified or be developed making them aware of key priorities,work with them too create an influence oriented network.

Influenciar comportamentos e atitudes passa também pelo walk the talk! A lideran?a pelo exemplo aqui se faz ainda mais importante. Para além da forma??o, conteúdos criativos, interativos e engajadores que s?o etapas muito importantes, a lideran?a próxima é fundamental. Manter uma agenda aberta, imparcial, diversa e por temas, traz a possibilidade de todos se sentirem confortáveis em participar, pode produzir insights valiosos para composi??o da estratégia ESG e identifica??o de oportunidades de melhoria.

Nothing is to me more important. Every action would be pointless and needless without influencing behaviors and beliefs. Responsible consumption is one example. Sometimes influencing in a more profound way your stakeholders will simply take years.

Derived from my experience in the oil palm industry, participatory approaches can be effective in anticipating and addressing conflicts and resistant. By involving all relevant stakeholders in the decision-making process and creating opportunities for their active participation, we can: 1. Foster Ownership: Involving stakeholders from the outset builds a sense of ownership and empowerment, reducing the likelihood of resistance. 2. Enhance Communication: A participatory approach promotes open and transparent communication, allowing stakeholders to express concerns. 3. Build Consensus: By involving stakeholders in decision-making, we can work towards building consensus and finding mutually beneficial solutions.

Gerenciar os conflitos e resistências passa por ouvir as partes interessadas e descobrir a causa dos conflitos e resistência, pela minha experiência geralmente é falta de conhecimento no assunto, e em como obter melhorias. Descobertas as lacunas pode se direcionar compromissos como treinamentos, ou informa??es e conhecimentos através de estratégias de comunica??o adequados ao propósito de prosperidade e planeta sustentável.

A good way to start would be to employ collaborative dialogue to address stakeholder concerns and build consensus. Establish inclusive decision-making processes, ensuring diverse voices are heard. Showcase the mutual benefits of sustainable initiatives, emphasizing long-term peace and prosperity. Mitigate resistance through transparent communication and addressing underlying issues. Develop partnerships, fostering collective responsibility for the planet. Provide education on sustainable practices, promoting understanding and support. Cultivate a culture of adaptability, encouraging stakeholders to embrace positive change for the well-being of all.

I find it helpful to avoid one-size-fits-all approaches and tailor solutions to address specific concerns of different stakeholders. For example, in my case of a multinational corporation, different subsidiaries may have unique cultural considerations. Customize sustainability initiatives to align with local values and priorities, addressing potential resistance.

Para isso, você precisaria ter metas claras e mensuráveis para que possa coletar dados regularmente sobre o impacto de suas estratégias. Analise os dados coletados e verifique se as metas est?o sendo atingidas. Uma boa op??o é comparar seu desempenho com o de organiza??es semelhantes para ter parametros de medida. Identifique quaisquer áreas que precisam de melhoria e fa?a ajustes em suas estratégias caso veja necessário. A avalia??o de suas estratégias deve ser um processo contínuo para que elas sejam eficazes, relevantes e alinhadas com seus objetivos gerais.

Na última etapa, avalie meticulosamente o impacto de suas a??es sustentáveis e a receptividade das partes interessadas. Utilize indicadores pertinentes para medir o progresso e colete feedback por meio de pesquisas e entrevistas. Identifique pontos fortes, fraquezas, oportunidades e amea?as. Adapte suas estratégias, buscando uma melhoria contínua alinhada às expectativas das partes interessadas. Este ciclo de avalia??o constante solidifica o compromisso com a sustentabilidade e proporciona uma jornada dinamica em dire??o a práticas mais impactantes e alinhadas aos objetivos compartilhados.

“Start with your supply chain ; go on to your scope 1,2&3. You will come to understand which stakeholder is more important for your net zero Strategy. “ Start working here. Your scope 1,2,3 will define your actions , your time Money and energy expendable on pursuing which type of stakeholders. Th is is very important. Time and money are limited resources ; focus on the right part of the supply chain. Finally Being open about your sustainability drive will enable you to gain trust from various stakeholders. This will in turn help you develop support towards your net zero strategy.

Results from your materiality assessment will provide you with the direction to pursue changes. Then you can engage stakeholders and colloratively map out strategies that will deliver the required change or influence.

I have note that influencing strategies that are not culturally sensitive may lead to facing resistance or unintended consequences. This can be addressed through conducting thorough cultural assessments. It is also important to involve local stakeholders in the strategy development process to ensure cultural relevance and avoid unintentional cultural insensitivity.