IT’S ALL ABOUT BUILDING THE RELATIONSHIP

A critical first step in reputation management, is the building and cultivation of relationships with key constituencies. Public policy advocates need to develop strong individual relationships and cultivates them in a planned, concerted way on an ongoing basis. Building and maintaining relationships, as is true of reputation, should be viewed as a full-time effort. The best way to establish a relationship is to understand that it must benefit both parties—in this case, the organization as well as other constituencies, the government including regulatory agencies, news media, customers, suppliers, employees, and other important constituencies including bloggers and other social media contacts as possible. It should come as no surprise, therefore, that a critical first step is to identify the critical constituencies of the organization. Practitioners should then identify or, as necessary, conduct research to determine the constituency’s needs and then use that information for the benefit of both parties, what the academics call the “two-way symmetrical” model ). What often happens is that public policy advocates do the research and then try to exploit it for the organization’s benefit alone (“two-way unsymmetrical”); this seldom proves a pro­ductive strategy over the long run. And once an established relationship “sours,” it may prove to be unsalvageable.

Along those lines, relationships have to have a degree of unselfishness in order for the par­ties to be respectful of each other. It’s a dot-connected world—word gets around. And a public policy advocate cannot afford just to disconnect from a relationship when it becomes unproductive: for example, when the reporter retires or a legislator loses an election, or when the constituency acts against the interest of the organization. Disagreement must be anticipated, as one can never expect both parties to be in agreement on all issues. So that this aspect of relationship management is not viewed as “soft” and static or unmanageable, formal strategies and objectives should be established and monitored. The strategies and objectives should also force practitioners to go out and meet face-to-face on an ongoing basis with their constituencies, which is a hard thing even for some practitioners to initiate. You almost need to treat your constituencies as sales people would treat their customers. Here are five such strategies that should be implemented:

1. Target key areas that really matter to your organization. Public policy advocates have to focus first on areas where the organization has business or other inter­ests, particularly areas where they can make a difference. It does little good to try to meet with reporters at all newspapers, or to establish relationships with every MP or Assistant MP (and remember that staff can be as impor­tant as the elected official). While you need to target the capitals (Brussels, and the Member state capitals, for example), absolutely do not forget the communities where the organization has a large business, factory, distribution facility, or employee base. A more challenging need today is to try to be aware of and establish some contact or relationships with bloggers or social media sites.

 2. Target the leaders but do not stop there. This can be a very difficult challenge unless you have sufficient resources at your disposal. Research can identify who the thought leaders are within particular constituencies and who or what influences their views on issues. Seek to cultivate relationships with as many of them and/or their staffs as possible. But do not stop here; instead, identify others (individuals or organizations) who may have important roles to play. And remember, do not limit yourself to one political party.

 3. Identify the emerging players. Who are the up-and-coming staffers and journalists(or even bloggers), for example? A particularly good time to establish relationships is when a new official is elected or a staff member or reporter comes on board. Public policy advocates  who cultivate those people before they become major players can hope to establish strong relationships before anyone else even tries to. Once the staffer or journalist reaches the top, stand in line.

4. Use your organizational resources. Work with key groups in your organization so that you have all the necessary data and facts at your disposal depending on the particular issues. Do not be fearful of bringing your experts to meet with constituencies. While preparation is critical, it is often the expert that reporters or governmental representatives would appreciate meeting with on an issue. It does not undermine your relationship, but should strengthen the other party’s view of you and your organization. At the same time, make sure that you are always kept in the “loop.”

5. Always be the first to tell the “news” to your constituency—particularly if it is bad news. This is very important in maintaining strong relationships and credibility. Once a person has heard from others, it becomes extremely difficult to change views or opinions and could undermine existing relationships. If we are going to succeed we have to build stronger and more productive relationships with all our constituencies. One relationship at a time.