Effective stakeholder engagement - the change leader's superpower

If the only constant in life is change, then the only constant in change is that it is notoriously difficult to actually lead effectively and get the results you want - especially in research. Here's why stakeholder engagement can be the difference between success and failure.

If you've ever led the design and implementation of a strategy or change project, you'll know just how difficult (tiring, frustrating, bewildering) it can be.

Yet there is one very simple and effective solution...

Effective stakeholder engagement is the essential ingredient for successful strategy development and implementation and the key to organisational performance and longevity.

Because, no matter how good your strategy, or how high your position in your organisation, you will always be reliant on colleagues, employees, customers, and external stakeholders to take forward the initiative and create the change you desire.

To do that effectively, you will need to take those people with you.

So, as an academic or professional services research leader, how can you most effectively engage stakeholders to gain buy in, improve performance, and create powerful research cultures, within the diverse and complex ecosystem of higher education?

Why do strategies and change projects fail?

To understand how to lead strategy development and implementation effectively, it is necessary to first understand why so many change initiatives fail to live up to expectation.

Here are 5 of the most common reasons

1. Inability to communicate clear vision or objectives
2. Resistance to change
3. Lack of employee engagement
4. Cultural misalignment
5. Insufficient resources and support

I'm guessing that you've come up against some or all of these in your own experience of leading or experiencing change.

The problem comes when leaders try to deal with these obstacles in isolation - working on a comms strategy, trying to persuade and engage employees, trying to change the culture, or pouring more time and money into the project.

However, taking this piecemeal approach costs time, money, and trust, and rarely works.

Which is why stakeholder engagement is so powerful - because done properly (and ideally right from the start), it is the core solution which can prevent or address all these problems.

Why does stakeholder engagement matter so much?

The challenge is that each stakeholder group - and the individuals within each group - will have different motivations, different priorities, different lived experiences. They will have different assumptions, anxieties and fears that will affect their reaction to the change.

Which means that announcing the change, having one or two 'consultation' meetings, and then expecting people to get on board simply isn't going to work. In fact, it's likely to backfire.

At best you'll get lethargy, at worst active resistance and obstruction, as people feel like the change is being done to them. They may fear for their jobs, they may resent not being asked, they may be heavily invested in the status quo. Whatever the reason, your change project is doomed to failure - potentially damaging trust and relationships at the same time.

However when you take the time to sit down and have meaningful conversations with key individuals and groups you will not only build trust, engagement, and success, you will also open the door to new input, new ideas, and new ways of achieving your, or your institution's, goals.

Your employees (arguably your most important stakeholder group) may have a greater understanding of organisational history and culture, and will almost certainly have greater frontline experience with customers and partners. Which will allow them to contribute something different to contribute to the design, delivery and success of the initiative - if only they were asked.

How to engage your stakeholders effectively

In his book The 7 Habits of Highly Effective People, Stephen Covey sums this up best with his 5th Habit:

Seek First to Understand, Then to be Understood

Rather than trying to 'sell' your strategy - which will most likely lead to resistance - use these 6 methods to engage and motivate stakeholders, and maximise the power and effectiveness of your strategy.

Engage from the beginning: Involving employees and stakeholders at an early stage in design and development of the strategy allows for greater insight and contribution and a stronger strategy. In addition, when stakeholders feel that their experience and contributions are valued, they will feel that they have a greater stake in the initiative, and will be more likely to support the change.

Be open and curious: Approaching stakeholders with genuine interest and curiosity is a powerful way to gain support and engagement. Inviting novel innovations and honest feedback will strengthen your strategy, as well as shining a light on hidden talent within your organisation. Be careful not to dismiss contributions, instead give thanks for the ideas.

Empower and give ownership: The more you can involve employees and stakeholders throughout the design and implementation process, the more they will take ownership of delivery, and the more powerful the results will be.

Communicate effectively: Rumours thrive in a vacuum, therefore ensure that you provide regular and engaging updates on the status of the initiative - especially where there are delays, changes, or difficult decisions. Updating and explaining issues allows employees and stakeholders to follow and appreciate the decisions made, especially if their contributions have not been included in the final plan.

Work with change champions: Involving those stakeholders who are most enthusiastic and committed to the strategy is a powerful way to build trust, momentum, and engagement with others within their communities. Creating a diverse and cross-functional group of these champions allows continued representation and contributions from a wide range of perspectives.

Respect resistance: Even the best designed strategy and engagement plan will meet change resistance from different members of stakeholder groups. If not addressed effectively, this can cost time and money, and carries the risk of the strategy being derailed. Instead of dismissing or criticising objections, respect and listen to the groups and individuals who are expressing their fears. There may be easy solutions, including reassurance or mitigation, which can bring stakeholders on board.

Have your say

As always, I welcome your thoughts and expertise on how to manage change and engage stakeholders effectively. Please share your experience of both good and bad change, and any strategies which you have found particularly powerful.

#ResearchCulture #ChangeManagement #StakeholderEngagement