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Influencing Decision Makers

Influencing Decision Makers. Directory of Social Change. Influencing Decision Makers. Aims of the workshop Build on parti8ciapnts knowledge of How decision makers are persuadable How to offer what they want How to reach them. Influencing Skills. Be clear about what you want to achieve

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Influencing Decision Makers

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  1. Influencing Decision Makers Directory of Social Change

  2. Influencing Decision Makers • Aims of the workshop • Build on parti8ciapnts knowledge of • How decision makers are persuadable • How to offer what they want • How to reach them

  3. Influencing Skills • Be clear about what you want to achieve • Make sure you are speaking to the right person • Listen and build rapport • Expect to understand before you are understood • Find matches between the interests of all concerned • Network and build relationships with key people

  4. A Promotional PlanThe advantages: • It will alert you to the vital (and often neglected) role that communication plays in promotion • You will uncover and understand the ways you are currently communicating what your project is about • You will understand what image others have of your project • It can help you analyse your environment and understand the bigger picture • …..

  5. A Promotional Plan – The advantages … • A higher profile will have spin-offs for campaigning, funding, sponsorship, membership etc • You will be able to think about use of resources in a more effective way • It will help your strategy to achieve your aims • It will help your organisation be more in control of its position

  6. Influencing Local Government • Find out as much as you can beforehand • The main work of the local authority is providing services • Attend council meetings of relevant committees to find out what is going on • If you don’t know who to contact write to the Head of the Department • Get to know the relevant officers and keep in touch • Network and go to networking events • Find out when decisions will be made, by whom and any consultation process

  7. Influencing Local Government • Find out any stated policies or staturoey obligations and link you proposals to them. • Find about the small controlling group of councillors who will be making the decisions • Get to know relevant councillors and keep them briefed • Pay particular attention to chairs, vice chairs of relevant committees

  8. Influencing Local Government • If you provide services for the local authority you may be in a particularly good position to influence their policies , as a partner • Use the freedom of information act to get relevant papers • Make suggestions which provide solutions

  9. Influencing the Government • Working with Civil Servants - provide • specialist briefings • evidence on how legislation/policies are or will effect the group you represent • evidence of the reactions of people you represent • Practical proposals with cost implications

  10. Influencing MPs You can provide Information relevant to legislation/MP’s work Reduction of their workload through expert advice which saves the need for them to do research Opportunities for them to star – using the information you have provided Opportunities for them to get publicity/raise their profile

  11. What MP’s Can do for you • Provide information- e.g. answers to parliamentary questions • Support for your case e.g. early day motions,introducing bills, ask Prime Minster’s questions Other parliamentary services e.g. book rooms for receptions Publicity Political influence e.g. backbenchers may be able to help you access more senior people Drawn from “ The Campaigning HandbooK Mark Lattymer DSC

  12. Ways to influence Government • Work out whether its going to help your cause • Find your way round • House of Commons • Government Departments and Select Committees • Public Committee and Joint Committees • Similar links to Welsh Assembly, Northern Ireland Assembly, Scotttish Parliament • Make a list of people who may be interested in your issue and start to contact them • Drawn from www.handbook.battlefront.co.uk

  13. Building CommitmentStakeholders will have a key role in defining the success of your project / organisation / idea • Identifying and placing stakeholders within this influence / commitment grid will help shape the stakeholder management plan and communications plan • Maximum effort needs to be invested in those with the most influence and the aim should be to move those with influence but little or no commitment into the Key Player box. This might include groups or individuals such as trade unions, funders and investors

  14. Networking • Find out who are the key people you need to influence • Do some background research into their roles / influence / policies which may affect their agenda • Decide how to make contact with them • Meet at a meeting / conference and introduce yourself • Ask for a meeting • Meet in networking / social/ promotional event

  15. Networking • Ask them about their agenda • Give positive feedback wherever possible • Show how your campaign / project/ proposed policy change will make this work even more effective / raise their profile • Never tell them they are wrong • Build a relationship and keep in touch

  16. Influencing Decision Makers • Use contacts and network • Send annual report / newsletters to lots of people • Build relationships • Learn about the aims, agenda / policies/ external pressures and expectations of the different agencies that you want to work with • Learn about how the potential partner operates and what other players are doing • Deciding how to position the organisation – what can you do that is special / different? • Start building the relationship early – don’t ask for funds straight off. Involve them first • Do research and bring evidence…

  17. Influencing Decision Makers • Take the initiative – have your own measures, business plans and strategies ready • Get someone to be your champion who will speak up for your organisation and/or pass you information about what is going on • Ask for help and advice • Provide them with a solution to their problem • Bring ideas and evidence • Manage the relationship once it is operating – be open – share progress and learning and highlight success • Let them celebrate your successes and benefit from reflected glory • When campaigning it’s important for people involved to enjoy what they are doing

  18. Principals of Negotiating for WIN/WIN Outcomes • Separate the people from the problem and work co-operatively to solve the problem • Focus on the interests of each party, not positions • Where are your meeting points? • Work out how everyone can win • Make a proposal • Work out the details

  19. Negotiation SkillsWhat if it’s not working? • Develop your BATNA Best Alternative To a Negotiated Agreement • Your BATNA will • help protect you against agreements you shouldn’t enter into • help you make the most of your assets

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