This is part three of a three-part series on how to expand the impact of your global affairs team. For the full e-book, download here.
You’ve identified when you need to become part of the conversation by recognizing trends in the markets your organization works in, now you need to execute on engaging your stakeholders both externally and internally. With an idea of what trends are happening around the world related to your issues, set a plan to communicate and report on your success.
Communicate Your Message to External Stakeholders
Two best practices for global stakeholder communication are to have a policy reputation calendar and a crisis communications plan. The former provides an opportunity to share the initiatives, ideas, and announcements your organization is excited about, while the latter you hope to never use, but will be glad to have a plan in place if needed.
A policy reputation calendar allows your team to share its public affairs efforts on a regular basis, rather than just when you need something from your stakeholders. Your international government affairs team is likely more limited in bandwidth than that of their US counterparts, so email communications can help remain in communication with stakeholders when you don’t have time for in-person interactions with each stakeholder.
However, you don’t always get to choose when you need to communicate with stakeholders—sometimes a crisis requires you to set a communications plan into action. Toyota experienced this in the US when President Trump called the company out on Twitter about their plan to build a facility outside of the US. This required a crisis communications response to key stakeholders, executed in Quorum.
Whether you’re communicating your positive impacting or executing your crisis communications plan, clear and organized communication is critical with your external stakeholders. With one software system to email stakeholders for each country your organization works in, keep your team on message, no matter their location.
Government officials and other external stakeholders aren’t the only ones you need to communicate your message to—it’s also critical that your organization’s leadership knows the impact your global government affairs work is having on the business. A system like Quorum can help your organization measure its ROI and communicate that impact to your organization's leadership.
Stakeholder scoring presents an effective way to measure success on an even scale across regions by setting a consistent standard for different tiers of stakeholders. To do this, you first need to map your organization’s stakeholders by tiers. Map your stakeholders at the beginning of the year and then again at the end of the year to analyze your team’s ability to grow their relationships with stakeholders.
At the end of the year, see where your stakeholders stand and how that compares to the beginning of the year. How many neutral stakeholders moved to champions? How many detractors are no longer detractors? Then analyze the activity you had with the new champions or new neutral stakeholders to see what strategies worked over the course of the year and how you can replicate those.
After measuring your impact, communicate that impact to your organization’s leadership. Make sure the system you’re using to measure impact offers easily shareable or exportable reports so you can quickly share your success with your leadership.