Comment vous préparez-vous à une négociation sur l’engagement des parties prenantes?

Preparing for a stakeholder engagement negotiation is a crucial process that ensures effective communication, builds trust, and fosters collaborative outcomes. Before entering a negotiation try to understand the stakeholders and their needs and expectations.Should understand each stakeholder’s goals, motivations, and concerns. You can use various tools and techniques, such as stakeholder mapping, analysis, and profiling, to identify and prioritize your stakeholders based on their power, interest, influence, and attitude You can use various tools and techniques, such as stakeholder mapping, analysis, and profiling, to identify and prioritize your stakeholders based on their power, interest, influence, and attitude.

Preparing for stakeholder engagement negotiation involves research to identify your stakeholders and understand their goals. Actively listening through surveys or conversations builds rapport and gathers valuable insights. Consider cultural factors and recognise diversity within the group. Anticipate points of contention by analysing potential areas of agreement and disagreement. Tailor your approach to align with stakeholders' values and priorities. Maintain ongoing communication to adapt your understanding as circumstances evolve, ensuring your negotiation strategy remains responsive and relevant. Ultimately, its about empathy.

Preparation is absolutely critical - taking the time to really understand your audience at a deeper than surface level is going to have significant benefits - for you, the project and the stakeholders. My number one tip for stakeholder research is to get creative. Look 'beyond the brief' to understand what is really going to matter to each group - and WHY that thing matters to them. The more you can understand your stakeholders at a human level, the more you will connect with them. Which will build greater liking and trust. One really good technique for going deeper is to research podcasts that they either host or have guested on. You can find out a lot about priorities and motivations this way.

It is even more important to identify the counterparts BATNA which helps to create the Zones of Potential Agreement (ZOPA), the range within which agreement is possible. Together, BATNA and ZOPA assist in reducing information asymmetry.

Remember that there will be more than one way to achieve your objectives, so it helps to be really clear on those, but remain flexible about how you get there. One of the biggest sticking points in stakeholder engagement is being too fixed on one particular route. Co-creating with your stakeholders is a great way to create something stronger, and also to get engagement and buy in. This creates a win-win scenario, and is a middle step between your plan and the BATNA - and it may actually create a better set of objectives.

Never, ever, Compromise, unless it is an informed choice. Compromise is often a choice from another party which conflicts with your values. Concessions can be good trade-offs, but always evaluate thoroughly and challenge assumptions.

Personally I would be cautious about focussing too strongly on specific tactics as this can lead to stakeholders feeling manipulated or unheard. Going back to your stakeholder research is critical - understand their communication styles, what is important to them, how they are likely to react to you or the project. Then you can plan your strategy based on how you can achieve the best human connection first - which then makes the rest of the negotiation far easier and more likely to succeed. Understand where you have flexibility in project design to accommodate stakeholder needs. Understand the less important factors that you could move on. And discover how you can make the immovable aspects more palatable

Logistics are important and, where possible, I will travel to my stakeholders' location, rather than getting them to come to me. That shows respect, a willingness to give your time. Be professional and be prepared. Not to do so risks wasting your stakeholders' time, which sets you off on a bad footing. When preparing materials, again go back to your deep stakeholder research. Understand who you are talking to, how they will best receive information. Avoid fancy presentation techniques and focus on communicating the information in the simplest way possible. And when planning your logistics, make sure you schedule in time for listening...

Remember it's stakeholder engagement - not stakeholder 'management' Too many people think they're the same thing. You will reach a far better outcome, with respectful, informed engagement, really listening to what your stakeholders have to say, even the ones who don't or won't ever support you. You may always have different views, but listening along the way will give you new perspectives and offer potential changes you can offer them. ....and another thing....plan plan, plan your engagement. Make it structured, always look out for opportunities to tweak that structure, but map and plan from the start.

Preparing for stakeholder engagement negotiations in social entrepreneurship involves outlining predefined requests and clearly defining the expected impact and intended resource utilization. Understanding stakeholders' networking styles and past collaborations provides crucial insights. Ensure all documentation is relevant, accurate, and presented transparently. Engage in detailed discussions to incorporate stakeholder feedback and refine proposals. Draft MOUs or MOAs to formalize agreements and evaluate partnerships based on goal alignment and time considerations. This thorough preparation enhances stakeholder engagement and fosters successful collaborations in social entrepreneurship.

My one key tip is to be cautious of over-preparing. This can have two disadvantages: 1. You can end up coming across as automatic or inauthentic 2. You may struggle to adapt to challenging questions or when things don't go right. Overpreparing can also lead to making assumptions about how people will respond or what they think. So prepare enough - understand your material, understand your case, and above all, respect and understand your stakeholders. Do that, and you'll be able to create a positive engagement, no matter what the circumstances