Reporting to stakeholders

Many communicators struggle with being perceived as operational resources, disconnected from leadership and decision-making.?

This disconnect leads to misaligned expectations, eroded trust, and missed opportunities for strategic input, trapping communicators in a cycle where their value is undermined.?

Break this cycle by building early trust, seeking co-ownership of plans, and customising reports to align with stakeholder objectives.?

Read the newsletter to discover practical strategies for impactful reporting and stakeholder engagement.?

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One common misconception among communicators is that stakeholders lack the time or interest to engage with them.?

This mindset can be detrimental.?

Communicators play a vital role in delivering value to the business, and it is their responsibility to shape this relationship. Instead of viewing stakeholders as disinterested parties, communicators should take the lead in making the process meaningful and collaborative .?

The Cost of Working in Isolation

A recurring issue in the communications field is the tendency for professionals to work in silos, disconnected from leadership and other key decision-makers.?

This separation often stems from a lack of direct involvement in strategic discussions, which results in communicators being perceived as operational staff rather than trusted advisors. This disconnect can have serious consequences.?

When communicators are not positioned as integral members of the leadership team, assumptions and misunderstandings naturally arise. Without a clear understanding of broader business objectives or stakeholder expectations, communicators risk developing campaigns and programmes that miss the mark. The result is misalignment—not just between the communications team and leadership, but across the organisation as a whole.?

This misalignment often becomes apparent during reporting sessions. When presenting the outcomes and results of campaigns, communicators may face awkward exchanges with leadership. The information provided may fail to meet the expectations of decision-makers, not because of poor performance but due to a fundamental disconnect in priorities and objectives. This situation can erode trust, making it difficult for communicators to secure future buy-in or advocate for the resources and support they need.?

The lack of alignment turns what should be an advisory relationship into a transactional one. Rather than providing counsel on how communications can drive business objectives forward, communicators find themselves merely reporting on activities. This transactional dynamic not only limits the strategic value that communications can bring but also diminishes the influence communicators have within the organisation.?

If communicators remain in these silos, they risk being viewed as tactical operators rather than strategic partners, limiting their ability to contribute meaningfully to the business. Over time, this marginalisation can affect the overall impact and effectiveness of the communications function within the organisation.?

The Downward Spiral Moves From Strategy to Becoming “Hands and Legs”

When communicators are disconnected from stakeholders, it often triggers a negative feedback loop that can be difficult to reverse. Initially, communicators may be brought in late to the process, perhaps during the implementation phase of a project or campaign. This delay prevents them from contributing to the strategic discussions that shape the project’s direction. As a result, their role is reduced to that of a messenger or executor, merely delivering updates on activities or presenting results, rather than offering insights and counsel that could guide the project more effectively from the start.?

Once communicators are perceived as operational resources rather than strategic partners, this perception can become entrenched. Stakeholders and leadership may begin to view the communications function as a service provider rather than an advisor. In this diminished role, communicators are tasked with reporting outputs—such as the number of press releases sent or social media impressions—rather than outcomes that matter to the business, like improved brand perception or increased stakeholder engagement.?

This shift in perception leads to a cycle where communicators are excluded from high-level conversations. Stakeholders are less likely to seek their input on planning and decision-making. This exclusion further limits the communicator's ability to add value, reinforcing the notion that their role is merely operational. Over time, this dynamic creates a reinforcing loop: the more communicators are excluded, the harder it becomes for them to demonstrate their strategic value.?

Breaking this negative feedback loop requires more than just delivering good results. Communicators must actively reposition themselves as essential to both strategy and execution. This involves reshaping how they approach stakeholder relationships—taking steps to engage early, understand stakeholder goals, and align communications efforts with business objectives from the outset. Without this shift, communicators will continue to struggle against the perception that their role is limited, reducing their potential impact on the organisation.?

The longer this negative cycle persists, the harder it becomes to reverse. If left unchecked, communicators may find themselves increasingly sidelined, with fewer opportunities to contribute meaningfully to the business. ?

Building Bridges for Long-term Value

The key to breaking the cycle is proactive engagement, transparency, and a commitment to demonstrating the strategic value that effective communication brings.?

One key strategy for communicators is to proactively build strong, collaborative relationships with stakeholders. Rather than waiting to be approached or reacting to requests, communicators should take the initiative in understanding the broader context in which their stakeholders operate.?

This requires developing a deep understanding of the multiple objectives, competing priorities, and often complex agendas that stakeholders are juggling. Communicators need to actively seek alignment between their campaigns and the broader business objectives.?

Reporting plays a critical role in maintaining these relationships. It should never be a one-sided conversation, where communicators merely provide updates on activities or results. Instead, reporting should serve as a dialogue, where both successes and challenges are shared transparently. This transparency fosters trust, which is essential for long-term collaboration. Stakeholders need to see not only the achievements but also the obstacles the communicator is facing. When communicators are honest about the difficulties they encounter, stakeholders are more likely to offer their support and provide solutions, leading to a more cooperative relationship.

Another benefit of building these bridges is the potential to influence decision-making more directly. When communicators have built trust and shown that they understand and align with stakeholder priorities, they are more likely to be consulted during the strategic planning stages. This early involvement allows communicators to shape the narrative, ensuring that campaigns are not only aligned with business goals but also positioned for greater success from the outset.?

Moreover, being proactive in connecting with stakeholders helps communicators break the perception that their role is purely operational. By demonstrating a deep understanding of business priorities and offering tailored communications solutions, communicators can shift the narrative and be seen as essential partners in achieving long-term value for the organisation.?

Building these bridges is not a one-time task but an ongoing commitment. Stakeholders who trust and rely on their communicators are more likely to support campaigns, offer resources, and champion the communications team within the organisation, ensuring long-term success and influence.?

Strengthening Influence Through Connection

Acting as a connector or bridge is a powerful way for communicators to elevate their role and influence within an organisation. This approach goes beyond simply managing communication tasks—it positions communicators as strategic partners who understand the broader organisational goals and can align their efforts to drive business outcomes.?

By facilitating communication across different teams and helping to unify objectives, communicators can ensure that messaging remains consistent, relevant, and impactful across the board. This coordination not only delivers more cohesive results but also builds credibility and trust with leadership.?

Continue reading the article through this link to learn more about what the psychology of being a connector and openness does for your stakeholder relationships, and also learn 3 practical applications of this approach in reporting to stakeholders. ??

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