How do you have an efficient Stakeholders Dialogue – blog 3 out of 4

What is needed to have a good stakeholder dialogue? How can you be certain that you will reach all the intended stakeholders? Motivate and instigate them for your corporate social responsibility (CSR)? Stakeholders dialogue is an important part of ISO 26000. Being a marketing and communication expert, I am offering my help to target and enhance this in the most efficient and effective way to achieve your goal.

Blog 1, the first of the four blogs, is an introduction. Blog 2, clarifies and includes recommendations as to how you can, as a Project, CSR or Communications manager, prepare a stakeholders dialogue for a more control result! Blog 3 - helps you – as a project, communications or CSR manager – to actually communicate with your stakeholders in an off-line stakeholders dialogue. However, an on-line dialogue is, of course is nowadays another option.

Six insights for a focused off-line dialogue

To ensure the necessary trust within a relaxed atmosphere whilst 'harvesting' the desired result - the following six insights are detailed:

1. Acclimatization

Make sure the stakeholders have the room and time, to introduce and express themselves and their own expectations, to set the dialogue in motion.

Why? Relationships need to develop and are more important than content.

2. Frameworks for interaction 

Ask or choose a moderator as spokesperson to lead the dialogue in the right direction. Once the request for a meeting has been made - set some ground rules. The most important rule being - to listen to one other! It is also good to set the agenda and establish certain matters, with regard to mobile phones, toilet location, coffee and/or breaks for smoking.

3. Presentation

As a presentation is a part of the stakeholders dialogue - here are a few quick tips: to prepare, read Lianne Ebbink's blogs, a Dutch presentation professional, 'Being in the Room', coupled with 'Toast Masters' or refer, on YouTube, to 'TedX', for inspiration.

4. Tools and Methods

Assuming you have already studied the composition of the group and the space available (see blog 2), put this knowledge to good use by giving participants space to, express and articulate their CSR interests. Provide a balanced programme. Start with the expected 'harvest' yield, then select appropriate divergent and convergent methods. This can be achieved within smaller groups being brought together. The number of tools is numerous - from 'hot seat' presentation, story telling, mind mapping, brainstorming, interviews to 'energizers' and relaxation! A good moderator knows how to 'drop' a level of high energy flow and get the stakeholders back 'on track' to maintain an interactive one.

5. Confirmation of Agreement

Specify, list and confirm agreement at the end of a dialogue.

- Which CSR issues contribute to the sustainable development for all stakeholders;

- What are relevant to your own organization and of those stakeholders;

- Which agreements are made about actions, tasks and planning;

   and

-  Has the right focus has been found!

6. The importance of informal dialogue

Plan enough room for an informal break(s) or time: e.g. coffee, drinks or a buffet lunch. Make sure enough time is given to digest the previous dialogue(s), to build on and enhance relationships. Never underestimate this - an environment, which gives an important opportunity to 'target', brainstorm and exchange ideas, will be a great asset!

Practical examples

In the book 'De implementation van MVO. Praktijkcases en tools voor ISO 26000'*

(* Translation - Implementation of Corporate Social Responsibility with Examples and Tools of ISO 26000' -> English book can be bought soon) there are nine listed cases described - among which is:-

Alliander

Case 3 about Alliander - specialist when it comes to complex private energy grids and installations - (page 102 - 113, the most relevant part being on pages 112-113), describes a number of lessons that can be attributes to 'communication and dialogue':

1. Assist business units, by translating Alliander's CSR policies and priorities;

2. Use CSR language when talking about CSR;

3. Give attention to suppliers and even more to the dialogue undertaking joint internal chains and processes.

4. Exploit the knowledge of potential chain managers involved in core procedures, in shaping the CSR processes.

Maasvlakte

'Stakeholdermanagement bij Maasvlakte 2'* (N.B. This is not from the ISO 26000 book!)

Chairman, Thomas Louden, asked the following question in a Dutch interview:

‘The process of stakeholders being directly involved in the planning takes time.

Did the time, involved, finally pay off?’ To which Feenstra replied: ’It does take time and energy but it dissipates the time traditional litigatation would have cost!’

Online dialogue – also an option

Gemeente Amsterdam

During the construction of the Amsterdam's Noord/Zuid Line underground station, many mistakes were made. The continuing controversy and the subsidence, of several buildings on the Vijzelgracht, ensured that the construction of the 'Line' was, in places, between September 2008 and August 2009, temporarily halted! Ultimately, a committee advised that, the Noord/Zuid Line, had to be finished! The Amsterdam's City Council decided to have better information and contact with their stakeholders, as one of their improvements. These is why the City Council went on to incorporate and include, online dialogue through Twitter, Facebook, Flickr and YouTube.

Imtech promotes GreenTalent

'From a sustainable concept to fly larvae' also relates to online dialogue with stakeholders via a creative communication concept. It answered Royal Imtech's questions, as how you can involve stakeholders in future challenges? How can you work with them in terms of sustainability and co-operation? Last but not least, - how can you become a more accessible expert?

Please feel free to contact me if you have any questions, requests or comments related to this blog or the next –and last- blog about this subject.

How do you organize an efficient Stakeholders Dialogue? Blog 2 out of 4

What is needed to begin a good stakeholder dialogue? How can you be certain that you will reach all the intended stakeholders? Motivate and instigate them for your mission in corporate social responsibility (CSR)? Stakeholders dialogue is an important part of ISO 26000. Being a marketing and communication expert, I am offering my help to target and enhance this in the most efficient and effective way to achieve your goal.

Blog 1, the first of the four blogs, is an introduction. Blog 2, clarifies and includes recommendations as to how you can, as a Project, CSR or Communications manager, prepare a stakeholders dialogue for a more control result!

Here are 3 suggestions for enhancing your preparation

A good beginning is, of course, half the battle and to be clear, concise whilst supporting stakeholder agreements!

1. 'Framing'

'Anyone, who is able to capture or 'frame' incorporating

an appropriate message can triumph in a dialogue or debate'

- Quote of a Dutch writer Hans de Bruijn 

Translation from his book 'Framing'

- about the power of language in politics

Suggestion 1

Probably a 'frame' has already been developed by your organisation to include CSR! It is now, however, time to 'map' all available CSR documents to check and 'tweak' them whilst being aware of any updates and/or any new developments! After collation, evaluation and refreshment this will become your 'base' frame! Your following task then will be to prepare and devise a strategy to collate, in detail, incorporate and enhance the essence of the message(s) retrieved from the stakeholders dialogue. My advice is to prepare a 'frame' beforehand in a strikingly clear, concise package. Please do not underestimate the power of language. It is not what you say but how you say it, or write it that counts!

• Language arouses attention (good or bad);
• It can initiate action;
• Influence opinions;
• And instigate much thought.

Never forget, when 'framing': Can it be communicated and/or explained? Its presentation and documentation - will it bring the message to the right people? Will it come across well and instigate a reaction among the stakeholders?

Another point of attention: Convincing others does not only depend on information exchanged in dialogue. Answering stakeholders’ questions and developing a 'one on one' relationship can develop into a vital role.

2. Mapping

'The greatest asset of Mapping, is that you can create your own playing field, giving maximum insight into players and the game' –

which enables more control over the dialogue'.

This good advice has been taken and translated from a book ‘Implementation of real life CSR cases with guidance in accordance with the ISO 26000’ (this book is translated in English and can be bought in May).

Advice is also given to help determine the priority issues and how to deal with any controversy or contradiction between your business organization and the stakeholders.

With regard to good communication, I would like to offer the following additional advice to:

• Single out individual stakeholders that are in the dialogue;
• Check their interests and demands within their CSR frame that apply to your organization;
• Identify any decision makers - noting their characteristics and opinions;
• Document what has been communicated about CSR, to whom and via which communications means:
• Analyze any noticeable shared visions between your stakeholders and your organization.
• Identify and acknowledge differences that need to be 'bridged'.
• Specify the 'no-go' areas!

And finally,

• Be aware of relationships that exist or develop between different stakeholders.

Suggestion 2

The book 'Mutual Sustainability,'- written by Dutch writers Kees Verschoor & Jean-Paul Boerekamps, defines 'mutual sustainability' in essence, in targeting the interested parties whilst recognizing each others values and independence and an acknowledgement base of mutual respect.

Four basic 'rules of thumb' are mentioned to emphasis the way to assess the developing interactive relationships, how to build on them (page 33-37). Personally I found it interesting to study since it was beneficial in achieving a more efficient dialogue with the stakeholder.

Suggestion 3

Although 'subject matrix' has been mentioned in the ISO 26000 Book, my preferance is ‘Mind Mapping’. This is met technique, by way of association to enable visualization of important information and stimulate creativity. For more information, see the book 'Mind Mapping ' - written by  'Guru' Tony Buzan.

3. Building your CSR Stakeholder Dialogue

'If a stakeholder dialogue has organized, it is imperative that control in is development is taken, to avoid unnecessary escalations. This demands careful thought and vision - recognizing that the stakeholders are like business partners valuing their input whilst keeping it constructive and to the point.'

It is advisable to compare your own ‘CSR frame' to that of the ‘CSR frame’ of the most important stakeholders of your organization. Acknowledgement and notation of the differences in dialogue, the subjects will be of significant importance. Decide, ideally with your supervisor, on the principles, outcomes and tone of voice of your stakeholder dialogue.

To conclude

In the next Blog - No. 3/4 - attention will be given, in depth, into actual dialogue including examples! Naturally practical advice and tips will accompany this. Please feel free to contact me if you have any questions or requests about this subject!