5 Simple Steps to Ensuring Stakeholder Buy-In

By Craig Miyamoto, APR, Fellow PRSA

(This is the 2003 Third Quarter issue of Public Relations Strategies, a quarterly publication of Miyamoto Strategic Counsel)

It is essential for an organization or a company to gain the support of its stakeholders (i.e., employees, shareholders, clients, purveyors and others who depend on the organization in one form or another) through communication � everybody knows that.

But will this support open and dependable? Or is it just tacit lip service? In other words, when it comes time for stakeholders to either stand and support the organization or just shuffle off to the wayside and observe the foundering, what can be expected from them?

Stakeholder buy-in is essential to the success of anything an organization undertakes. If the people and organizations that are directly affected by actions are only passively supportive of what the organization does, it becomes that much more difficult to move forward. Change becomes difficult. Daily operational maintenance becomes difficult. The ability to overcome obstacles becomes very difficult.

Communicate with stakeholders. Yes. But that�s only half the battle. When dealing with stakeholders and seeking their support, the organization must cease being �organization-centric� and become �stakeholder-centric.� Give stakeholders ownership in programs; hold onto their hearts and not just their heads. Don�t only think in terms of what is best for the organization, but what is best for the stakeholders AND the company.

If stakeholders are presented with a program that jibes with their own values and needs, they are more likely to commit their support.

Here are five simple steps to ensure stakeholder buy-in:

1. Organize: Identify and merge compatible organizational and stakeholder values. People work better together when they can agree on something. Look for common ground via a thorough values inventory process. Discuss the findings with a representative stakeholder advisory committee, and together identify workable solutions to common concerns and issues.
2. Recruit: Invite participation in the process. Any group that focuses on an issue or program is smarter than any individual ever will be. It�s the �synergy� thing. Asking for ideas and help will yield amazing results. Plus, there�s something about being invited to an inner group that is attractive to people � �Oh my, they care enough about what I think, and asked me to join the advisory group.�
3. Accept: Once the discussion begins, make sure to create an open atmosphere of cooperation and acceptability. Every idea, every suggestion, every concern should be accepted with open arms. It�s sort of like the cardinal rule of brainstorming that negative feedback is forbidden � at least in the idea-creation stages. Suggestions can always be evaluated later. And remember, if a suggestion or idea is not used, tell the stakeholder why.
4. Involve: Stakeholders are more likely to provide behavioral support if you give them meaningful tasks to perform. In other words, provide hands-on opportunities for them to make a difference. Each task should play a small but significant role in the ultimate success of the campaign or project or activity or policy change.
5. Appreciate: Be magnanimous. People like to be thanked and to know that they made a difference through their contributions. Show appreciation for their contributions of time, tangibles and efforts. Celebrate success.