“Stakeholder management is critical to the success of every project that you’re likely to work with. By engaging the right people in the right way in your project, you can make a big difference to its success”
Who are Stakeholders?
A good way of describing them is as groups of people who have defined relationships with your organisation. The main groups of stakeholders are: the media, the general public, community groups, government, regulators, policymakers, business partners, the voluntary sector, shareholders, employees, the unions, and customers
Why do you need them?
To help deliver the purpose of your organisation
I have in almost every, job and project developed, contacted and connected with stakeholders who were vital to disseminating information. They can have useful existing channels for spreading your message. They are your audience, they may be your shareholders – they certainly hold one of the keys to success.
Examples of my Stakeholder Management work:
At the Youth Justice Board I developed a media and stakeholder engagement plan to ensure the YJB had a voice where and when relevant. This included establishing Twitter and other social media platforms, meeting key media and stakeholder media teams too from the LGA to City Hall to local councils. All of this was particularly necessary as the YJB’s threat of closure had seen it dropping off all of these media’s radar. In a short space of time, I wrote and saw published a range of articles for blogs, opinion pieces and features for key specialist publications.
For DigitalUK as London Manager overseeing the switchover from analogue to digital TV I developed key stakeholder engagement in London with MPs, City Hall and 61 Local Authorities Pioneered close working with Local Authority communication teams to use their online and media channels for delivering messaging and information central
At SEEDA we set-up a Corporate Cabinet, which was a good term to describe a group of regional businesses who were interested in using their CSR projects to do effective work in the South East England area.
At SEEDA I also wrote a stakeholder and management strategy that set a unified SEEDA approach to stakeholder relations, by establishing systems to maintain and develop relationships and ensure engagement with key players. It needed to work with and through stakeholders in order to deliver its priority objectives, particularly the Regional Economic Strategy (RES ) Also to have a good understanding of the influence its stakeholders have in order to harness the positive and mitigate the negative