In Part 1 of this article, we examined the nature of internal and external stakeholders. In this entry, we’ll discuss the three keys to connecting with these business-critical groups: Regularity, Substance, and Relevance. Regularity It is said that business hates surprises. The same is true of stakeholders. Stakeholder relations benefit from consistency – that is, when the expectations that are raised among a stakeholder group are met time and time again. Engaging stakeholders on a regular, predictable basis will help build their trust and confidence in your organization. That’s true whether you choose to communicate with stakeholders on a weekly, monthly, or quarterly basis, and it’s true whether you communicate in person, by phone, or through printed materials. Sporadic communication erodes trust and confidence. This is especially true when a company perceived as communicating only when there is a crisis, and it needs to “put out a fire.” Substance R-E-S-P-E-C-T. It’s not just a great soul song, it’s the stuff upon which stakeholder relations are built. On of the ways you can demonstrate respect for stakeholders is is to deliver information that is of value to them in every communication. Your goal is to position your company as a trusted source of reliable information. Give your stakeholders stuff they can really sink their teeth into, whether it is the latest facts and figures on your recycling program, a discussion of the environmental benefits of a new process or procedure, or details on the range of certified and recycled papers you offer. Be original and be thoughtful– don’t simply parrot “the party line” of a trade association or civic organization. And eschew anything that is fluffy, filler, hyperbole, or mere speculation. You don’t like others to waste your time with junk messaging, either. Relevance Many businesses assume that things that are of importance to the company are of similar importance to its stakeholders. Big mistake. The truth is when it comes to values, a company and its stakeholders speak very different languages. For example, in your zeal to promote paper as originating from a renewable resource, you may want to make the case that trees are a crop like corn or wheat. But think again. Will your stakeholders resonate with this message? Or will they recoil in horror because your “crop” reference violates their deeply held, almost spiritual, reverence for trees? (Yes, that exists, as revealed by the sociologist Clotaire Rapaille, in his archetypes study for the California Forestry Association.) Effective stakeholder communications requires that a company learn the value language of each of its stakeholder groups, and to speak to each of these divergent groups in a voice – and through a medium – that will be heard. That means that you have to do some extra work to ensure consistency of message while tailoring your communication to individual stakeholder groups. By avoiding one-size-fits-all rhetoric, you can give provide each constituent group something of greater relevance to its area of interest. That, in turn, will facilitate the uptake of your messages, and can lead to positive changes in attitude about your business.