Stakeholder engagement
Effective stakeholder engagement is the lifeblood of any successful organisation in the arts and culture sector. It’s the structured process of building and maintaining positive relationships with any person or group who has a vested interest in your work. This guide will provide you with a clear, actionable framework to transform your stakeholder relationships from a challenge into your greatest asset, strengthening your strategy, communication and overall impact.
First, what is a stakeholder (and why do they matter)?
A stakeholder is anyone impacted by your organisation’s activities. This isn’t just your ticket-buying audience or your board of trustees. It’s a wide ecosystem of people whose support is vital for your survival and growth.
Think broadly. Here’s a non-exhaustive list of some stakeholder groups.
Funders and patrons: Arts Council England, trusts, foundations, individual donors.
Audiences and participants: your visitors, members and community groups.
Creators and staff: the artists you commission and the team that delivers the work.
Partners: local government, schools, businesses and other cultural organisations.
Influencers: media, critics and community leaders.
Nurturing these relationships is fundamental. Good engagement builds trust, unlocks opportunities for fundraising and collaboration, provides invaluable insight for your strategy, and ensures your brand resonates deeply. It is the foundation of successful change management and sustainable growth.
Your 4-step guide to effective stakeholder engagement
A structured approach can bring clarity and purpose to your efforts. Follow these four steps to build a robust stakeholder engagement strategy.
Step 1: Identify and map your stakeholders
You can't engage with people if you don't know who they are or what they care about. The first step is to identify and analyse your stakeholders. This process, often called stakeholder mapping, is essential for focusing your energy where it matters most.
Start by brainstorming every individual or group connected to your work. Once you have your list, plot them on a simple Power/Interest Matrix. This helps you prioritise your communication efforts.
High power, high interest (manage closely): These are your key players, like a primary funder or your local authority. You need to fully engage with them and make the greatest efforts to satisfy them.
High power, low interest (keep satisfied): This group has power but isn’t involved in the day-to-day detail (e.g., a regulatory body). Put enough work in to keep them satisfied, but don't overdo the communication.
Low power, high interest (keep informed): These are often community members or artists who are passionate but have little direct influence. Keep them adequately informed and talk to them to ensure no major issues are arising. They can often be powerful advocates.
Low power, low interest (monitor): This group requires minimal effort. Monitor them, but don’t spam them with excessive communication.
Step 2: Develop a tailored engagement strategy
Now you know who you’re talking to, you need to decide why you’re talking to them and how. One size does not fit all. Your communication with a corporate sponsor will be vastly different from your conversation with a youth group.
For each key stakeholder group, define your objective. Are you seeking financial support, creative feedback, strategic guidance or simply building goodwill? Answering this question clarifies your purpose. Then, craft your key messages. What do they need to hear from you and what insight do you need from them? This strategic approach ensures every interaction has value.
Step 3: Put your plan into action with two-way communication
Engagement is a conversation, not a broadcast. The goal is to build connection and trust, which requires listening as much as talking.
Choose the right channels: Select communication methods appropriate for each group. This could range from formal one-to-one meetings and detailed reports for your board to informal coffee mornings, interactive workshops and social media Q&As for community partners.
Establish a rhythm: Create a consistent schedule for communication. A regular newsletter or a quarterly partners’ breakfast builds reliability and shows you value the ongoing relationship, not just reaching out when you need something.
Create feedback loops: Actively seek input and show that you’re listening. Use surveys, feedback forms and advisory panels. Crucially, report back on what you heard and what you’re doing about it. This demonstrates respect and builds powerful advocates for your brand.
Step 4: Evaluate, learn and refine
Finally, effective engagement requires constant learning. How do you know your strategy is working? Evaluation is key. Track metrics like attendance at engagement events, the quality of feedback received, positive media mentions or even the success rate of your fundraising applications.
Be prepared for the insights you gather to challenge your plans. Stakeholder feedback may highlight a need for organisational transformation or a pivot in your programming. Embrace this. This feedback is a gift that allows you to build a more resilient, relevant, and successful organisation.
Conclusion
Mastering stakeholder engagement is not a one-off task; it’s an ongoing commitment that should be woven into the fabric of your organisation’s leadership and culture. By moving beyond simple broadcasting towards genuine connection, you build a powerful network of advocates who are invested in your success. The four steps listed above provide a clear path to strengthening these vital relationships.
