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Effective relationships require mutuality – both sides want one Relationship-building focuses on

NZUSA February workshops Relationship building and stakeholder engagement Andrew Little National Secretary EPMU. Effective relationships require mutuality – both sides want one Relationship-building focuses on common interests. Stakeholder management :. relationship-building?

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Effective relationships require mutuality – both sides want one Relationship-building focuses on

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  1. NZUSAFebruary workshopsRelationship building and stakeholder engagementAndrew LittleNational SecretaryEPMU

  2. Effective relationships require mutuality – both sides want one • Relationship-building focuses on common interests

  3. Stakeholder management: • relationship-building? • risk management?

  4. Engagement process • is the process - advice/provision of information? - seeking feedback? - consultation? - negotiation?

  5. Engagement processes - is the relationship one of equals? - what is the power balance?

  6. Engagement processes Purpose/objective of the process - what is the process trying to achieve? • what is my/my organisation’s role? • What are my/my organisation’s interests?

  7. Engagement processes Process • who is the decision-maker? • who else is involved? • how do I participate? • what is the timeframe? • is this adequate/reasonable? • what information do I need? • from parties with whom I am consulting • from other sources

  8. Engagement processes Conducting the relationship • are there any statutory requirements/ restrictions? • what is my objective? What do I need to get out of it? • to support a proposal • to achieve a change in a proposal • to stop/slow down a proposed change • to get something I don’t currently have or that is not on offer

  9. Engagement processes What do I bring to the relationship? What leverage do I have? • information not otherwise available • representation/endorsement of a constituency that adds weight/credibility • agreement (where applicable)

  10. Engagement processes Tactics Depending on the nature of the engagement and the issue at stake: • insistence on full disclosure of relevant information • direct contact with the decision-maker • insistence on reasonable time to • Consider proposal • Gather and consider information • Prepare alternatives • Conduct dialogue • consult internally • Publicity and mobilisation

  11. Personal conduct • Professional, courteous engagement (play the issue, not the person) • Accept it’s okay to disagree, that conflict is not bad but how it is handled can be bad • Be clear in what you communicate • prepare well • be clear about objectives, reasons and bottom lines • be disciplined • be flexible where necessary • don’t make promises/threats you can’t deliver • respect confidences; don’t accept them if you can’t • take time

  12. CONCLUSION • If the relationship is important then it needs to be built over many transactions • Don’t let one issue compromise the long term

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