The Covid-19 pandemic has highlighted the importance of managing intangible assets in organizations, specifically Reputation is one of the most relevant, strength and visibility, according to Marta Martín, Linkage Director at Zimat Consultores, who explains how to design and, above all, operate effective linkage strategies with key actors and interest groups.
There are many factors that impact the reputation of an organization: excellence in the services and products offered is a key element, of course, but it is also very important to have a clear purpose that responds to the essence of the company, activated and aligned with that of each of the interest groups; have leaders who have a vision of the future and who are capable of communicating it and transmitting it to the rest of the team; comply with the Environmental, Social and Governance (ESG) criteria and that these are integrated transversally in the business strategy.
Likewise, in all these factors there is a common denominator: the need to establish a relationship of trust, respect and admiration with each of the interest groups with which the organization is linked.
When we speak of interest groups, we refer to all those actors who have some current or potential relationship, whether direct or indirect: clients, collaborators, investors, authorities, communities in which they have a presence, civil society organizations, the media . It is essential to be clear about your expectations and needs, and for this, effective and constant communication is essential.
“In short, having a linking strategy will be essential for these actors to become strategic allies of the organization. The perception that stakeholders have of the company will be key to consolidating that image of trust, admiration, and respect that we want to generate among them”says the expert Zimat Consultants.
There are four key points in any linking strategy that are worth reviewing:
- The first step is to be clear about the most relevant issues for an organization and its stakeholders, and the impact that these issues have for both, the famous “materiality analysis” of sustainability strategies. For example, if you want to assume a leadership role in inclusion and equity, it is essential to be clear about the relevance of the topic and how you want to impact it through specific initiatives.
- The second step is to establish the map of actors, who are the interest groups related to this specific issue/strategy/action? It is necessary to make a precise x-ray of each of these actors, for this, in addition to relying on different digital tools and the analysis of their public presence, it is important to review the professional and personal circle. This will allow us to have a robust definition of who we should direct our efforts towards.
Once you have the map of actors, you have to clearly define the priorities and select with which of these groups we will start the engagement strategy, understand their expectations and identify the win-win connection point for both.
- The third step is action. From the first approach with the actor, it is very important to clearly expose the objectives, clarify expectations and make sure that his interests are aligned. The linking strategy should always be bidirectional.
Deepen the knowledge about the interest group and its perception on the subject that the organization wants to promote or position itself as a reference to ensure that the messages are correct. Each approach with interest groups must end by listing the agreements and clarifying the critical path to carry them out, with specific dates and those responsible for moving from discussion to action.
- Fourth, rigorous operation. Form a team that monitors compliance with the agreements and progress according to the established times so that the objective is met. An effective operation strengthens trust and ensures success in the implementation of the strategy.