Alpine Space Lobbying & Advocacy Techniques Strategic Messaging Stakeholder Simulation: Project Pitch @andrasbaneth | @pacouncil Andras Baneth www.pac.org | www.baneth.eu
Agenda 1. Lobbying and public affairs 2. The influence curve – Novo Nordisk‘s example 3. 5 lobby methods and their effectiveness 4. Strategic messaging 5. Stakeholder simulation exercise
About me • EU official (2004-2010), member of cabinet • Director, European Training Institute (2011-2013) • Managing director, Public Affairs Council European office (2013-) • Trained over 1500 diplomats, executives, officials • Founder of www.eutraining.eu & www.speakerhub.com
In you your r vi view ew, wh what t is is th the e di difference erence be betw tween een lo lobb bbying ying and d pu public blic affair airs? s?
Public a affairs and lobbying
Public affairs Lobbying/ Strategic comms gov. affairs diagram Regulatory CSR affairs Stakeholder/ Funding NGO relations
Public blic affair airs s vs vs ma marketi ting: ng: We don’t sell products or services but id idea eas, s, vi visi sions, ns, tec echnol hnology ogy. . Ou Our r ma main in tool l is is persuasion, pe suasion, our r go goal l is is to change ange att ttit itudes. udes. Leg egisl islativ ative e chang hange e is is ju just t th the e ti tip p of th the ic e iceber eberg. g.
The influence c curve
Diabetes: tes: A gl global l pandemic ic A serious global concern 371 37 1 mi million llion 55 552 2 mi million llion people wi with h diabete tes people estimate imated to h have diabetes es by globally ally 2030 2030 4.8 4. 8 mi million lion 80% 80% deat aths due to diabetes es of people with h diabetes es live each year in low and mi middle dle incom ome e countries tries
Curve ve of legisl slative ative Drafts- 100% person influence uence Responsible unit INFLUENCE Directorate General College of Commissioners 0% Proposal 1 st reading 2 nd reading Conciliation
Methods and their effectiveness
5 5 “ methods ” to explore today:
5 5 “ methods ” to explore today: A. Issue identification & stakeholder mapping
5 5 “ methods ” to explore today: A. Issue identification & stakeholder mapping B. Face-to-face meetings
5 5 “ methods ” to explore today: A. Issue identification & stakeholder mapping B. Face-to-face meetings C. Getting physical
5 5 “ methods ” to explore today: A. Issue identification & stakeholder mapping B. Face-to-face meetings C. Getting physical D. Trade associations
5 5 “ methods ” to explore today: A. Issue identification & stakeholder mapping B. Face-to-face meetings C. Getting physical D. Trade associations E. Thought leadership
Issue identification & stakeholder mapping • Map and prioritize issues • Map and rank stakeholders • (Who is considered a stakeholder?)
Mapping & & prioriti tizing g issues: es: impac act t and importanc nce
Mapping St Stake keholders s (EU) diagram
Mapping g St Stake keholder ers s (inter erna nati tiona nal)
Mapping g St Stake keholder ers s (medical) diagram
High Active Active Where re does s each Detractor Supporter stakehold keholder er stand? Level of activit vity Passive Passive Detractor Supporter Low Positive Orient ntati tion Negative
Rank stakeholders according to:
Rank stakeholders according to: • Their level of influence on your issue
Rank stakeholders according to: • Their level of influence on your issue • Your or your team’s access to them
Rank stakeholders according to: • Their level of influence on your issue • Your or your team’s access to them • Specific persons or anyone in the organization?
Rank stakeholders according to: • Their level of influence on your issue • Your or your team’s access to them • Specific persons or anyone in the organization? • Should you really meet them? Alternative ways?
Issue e identification ation & & stake keholder er mapping ng diagram
Face-to to-face meetings
diagram
diagram
If ye yes, with whom? m?
MEP/local politician
MEP/local politician • The issue is very important to: МЕР • Region • • Political group • Citizens/Voters
MEP/local politician • The issue is very important to: МЕР • Region • • Political group • Specific citizen groups or voters • МЕР can get publicity and recognition from important stakeholders
MEP/local politician • The issue is very important to: МЕР • Region • • Political group • Specific citizen groups or voters • МЕР can get publicity and recognition from important stakeholders • The МЕР likes you or is advised to meet you by those who like you
MEP/local politician • The issue is very important to: МЕР • Region • • Political group • Specific citizen groups or voters • МЕР can get publicity and recognition from important stakeholders • The МЕР likes you or is advised to meet you by those who like you • The МЕР wants to be well -informed for other reasons
diagram
Getting physical
Getting physical Whatever your project is about, make it tangible
Strategic messaging
Strategic messaging • Gives a focused, socially relevant dimension to your organization
Strategic messaging • Gives a focused, socially relevant dimension to business • Governments don’t have the ability to tackle the toughest social issues alone
Strategic messaging 1. Find one social mission, and spend time figuring out what it is 2. Find something you can “own” 3. Partnership and collaboration are key 4. Show the impact, focusing on behavior change and other metrics
An example of getting it right
What is your project a ‘thought leader’ on?
Plan to be the Devil’s Advocate too: why is your project not ____ [fill in the gap]?
Plan to be the Devil’s Advocate too: why is your project not ____ [fill in the gap]? What are your arguments to dispel doubt?
Questions?
“Project Pitch” for Stakeholders A. The Regional Council is holding a General Assembly B. You’re requested to present your project to the members in plenary C. 2 minutes are given for the presentation D. You are encouraged to use 1 sheet of flipchart to help your message E. After presenting, the members of the Assembly will provide feedback (but there is no Q&A)
“Project Pitch” for Stakeholders A. Groups/individuals are formed according to their project B. 25 minutes to prepare your 3- minute “project pitch” – use 1 sheet C. 3x3 groups present their projects where others become the ‘assembly’ a. 3 projects are presented one after the other b. Each presentation lasts max. 2 minutes c. When done, 15-minute feedback for all 3 projects D. Conclusions, take-away
“Project Pitch” for Stakeholders When preparing your message, remember: A. The Communication priorities and strategies you learned about B. That the audience knows very little about your project C. Be careful with terminology or technical terms D. Avoid the “curse of knowledge” E. Use the flipchart page to visualize your key message F. …and start with the ‘why’
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