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June 25, 2019

Consensus, the roadblock to decisions…

We’re all trying to achieve more, with less, all while trying to be better than anyone else. Sometimes you can’t do it alone, and there’s a good chance you need systems or smarter technology to do some of the heavy lifting for you.

It’s at this interval where many stumble – striving for consensus where, really, buy-in is the goal.

For any Marketing or Communications professional, the art of selling a dream or pitching an idea is second nature. However, that art is so often forgotten when trying to get things like new technology, new processes, new approaches, or even new ways of looking at data across the line.

We typically default to aiming for consensus, which by our very nature as people (and roles within organisations) is the wrong metric. Differing perspectives foster innovation, inspiration and fresh thinking – which is great for business, but not great for decision making. By aiming for consensus, we fail to create action. Instead, we create unnecessary stress, and push timelines to the point where we start to see decisions as rare shooting stars – beautiful, yet unattainable.

What we really need to strive for is buy-in. As a concept, buy-in is nothing new – but it’s something that we blur with consensus. It’s not about 100% agreement, it’s about getting enough people to believe in your argument.

Not to sound cliché, but it’s a little like story-telling. Not everyone will read to the end and it may not be their favourite story, but they can certainly see the path, recognize the markers, and believe the characters. The key here is to reach a majority buy-in to keep decisions moving forward.

When you fail to make decisions, the price paid is to the bottom line. Focus on quality, focus on getting the systems you need to free up time for more important things, and focus on putting your best case forward.

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From campaign planning to long-term engagement, having the right tools and strategy in place can make the difference between missed connections and meaningful impact.

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The fundamentals of stakeholder strategy

A practical guide to tailored stakeholder management, offering strategies and tools to identify, map, and nurture relationships.

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Across the communications landscape, teams are being asked to do more with less, while staying aligned, responsive and compliant in the face of complex and often shifting stakeholder demands. In that environment, how we track, report and manage our relationships really matters.

In too many organisations, relationship management is still built around tools designed for customer sales. CRM systems, built for structured pipelines and linear user journeys, have long been the default for managing contact databases. They work well for sales and customer service functions. But for communications professionals managing journalists, political offices, internal leaders and external advocates, these tools often fall short.

Stakeholder relationships don’t follow a straight line. They change depending on context, shaped by policy shifts, public sentiment, media narratives or crisis response. A stakeholder may be supportive one week and critical the next. They often hold more than one role, and their influence doesn’t fit neatly into a funnel or metric.

Managing these relationships requires more than contact management. It requires context. The ability to see not just who you spoke to, but why, and what happened next. Communications teams need shared visibility across issues and departments. As reporting expectations grow, that information must be searchable, secure and aligned with wider organisational goals.

What’s often missing is infrastructure. Without the right systems, strategic relationship management becomes fragmented or reactive. Sometimes it becomes invisible altogether.

This is where Stakeholder Relationship Management (SRM) enters the conversation. Not as a new acronym, but as a different way of thinking about influence.

At Isentia, we’ve seen how a purpose-built SRM platform can help communications teams navigate complexity more confidently. Ours offers a secure, centralised space to log and track every interaction, whether it’s a media enquiry, a ministerial meeting, or a community update, and link it to your team’s broader communications activity.

The aim isn’t to automate relationships. It’s to make them easier to manage, measure and maintain. It’s about creating internal coordination before the external message goes out.

Because in today’s communications environment, stakeholder engagement is not just a support function. It is a strategic capability.

Interested in how other teams are managing their stakeholder relationships? Get in touch at nbt@isentia.com or submit an enquiry.

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SRM vs CRM: which is right for PR & Comms teams?

Across the communications landscape, teams are being asked to do more with less, while staying aligned, responsive and compliant in the face of complex and often shifting stakeholder demands. In that environment, how we track, report and manage our relationships really matters. In too many organisations, relationship management is still built around tools designed for […]

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