Five strategies for successful stakeholder relations

When starting a new chapter in one’s career it’s good to take note of those things that help you succeed in the course of your work. On Friday I left my position as Director of Provincial Affairs, British Columbia, at the Canadian Federation of Independent Business – an organization with which I had become closely identified by many – in pursuit of work that aligns with my passion for local government, supporting economic development in our region, and boosting the booming sectors of BC’s economy.

When you have thousands of members to support on a range of issues, you need good strategies to first get government’s attention, then to get them on your side. Here are some approaches that worked for me.

1. Be prepared to take a firm stand.

You’re more likely to be remembered for being fearless than for fretting, so make the most of challenging opportunities. When a local government official called me and a member of my team to make not-so-subtle threats in advance of a public meeting (as in, don’t show up), I took it as evidence that our message was effective, and it motivated me to carry on. On another occasion I was asked to speak to a group of business owners upset with their skyrocketing property tax bills. When I arrived I was handed a bullhorn and asked to address a crowd of 75 while standing on a flatbed truck. My brief Harry Trumanesque moment became a highlight of the job.

2. Maintain your profile.

You are harder to ignore when your issues are reported in the media, so work hard to stay visible. During my first 12 months we increased our previous year’s media coverage by 40 per cent, and we were on-track in 2014 to surpass the year before. Our front page coverage of member issues helped to shape the conversation both during the BC election campaign, and the 2013 convention of the Federation of Canadian Municipalities. It’s also wise to make good use of the opinion pages, as they are a great vehicle for ideas and because people in government read them.

3. Always look for a win-win opportunity.

Government decision-makers are like anyone else when it comes to take it or leave it propositions—they react negatively. So always consider how government can come away with a win. For example, on the challenging issue of pension reform small business owners were determined to prevent increases in mandatory Canada Pension Plan premiums. By advocating for a voluntary alternative – Pooled Registered Pension Plans – the government had an option which helped them forgo a payroll tax increase.

4. Try to overcome the skeptics.

It is vital to nurture relationships with organizations and individuals who may have made up their minds about you in advance. In search of changes at the local government level we met with some of BC’s best known mayors, had dialogues with the Auditor General for Local Government, and sat across from the executive committee of the Union of BC Municipalities. We didn’t always see eye to eye on the issues, but we always agreed to meet again.

5. Prepare to work with everyone.

Government relations require you to be alive to politics without being political. Taking a non-partisan approach makes working with the official opposition more likely and more productive. You will often be surprised by their insights and helpful advice. You must also consider ways to work with other advocates. To be more effective in our lobbying strategy on one issue we invited collaboration with the BC Chamber of Commerce, who are seen to be a CFIB competitor. We also built a coalition of nine business advocacy organizations in an effort to seek a delay in launching new recycling regulations. It put the issue squarely on government’s radar and resulted in some of our most extensive media coverage ever—on TV, radio and print throughout the province.

Whether it’s a new chapter, a few pages or a whole book that lay ahead for me, I’m excited to put these strategies back into practice.