Influence and persuade

A priority of any CRS practitioner is to ensure that the sustainability agenda in an organisation is endorsed and embraced by its stakeholders. This depends in part on the ability to identify and articulate coherent and compelling rationales for action. This is particularly important given that CRS initiatives may well meet with resistance or inertia within an organisation, either because they challenge customary practices and attitudes or because they compete with other interests and priorities.

A CRS practitioner is likely to engage with a particularly broad spectrum of stakeholders, whose diversity of interests is likely to require correspondingly diverse tactics of persuasion. The practitioner therefore needs a good understanding of the arguments and reasoning that are most likely to convince the relevant audience, so as to be able to support the case for particular courses of action by reference to the benefits that will accrue to an organisation as a result. In addition, he or she must be capable of discerning the channels that are most appropriate for reaching each group of stakeholders, which entails consideration of both who delivers the message and how it is delivered.

A CRS professional needs strong communication skills and should make best use of the available communication channels, tailoring them appropriately for different audiences.

In seeking to actively influence decision-makers, the practitioner needs to balance assertiveness and determination with empathy and sensitivity to their concerns and preferences. The professional’s ability to inspire confidence and trust through personal gravitas is also important in ensuring that others are receptive and open to suggestions and advice relating to CRS matters.

How this competence might be demonstrated:

Identifying the arguments and reasoning that are most likely to convince those they are trying to influence, which depends on a thorough understanding of, and sensitivity to, that person’s own interests and agenda. Versatility and adaptability in approach are key, as is knowledge or awareness of the individual’s cultural and social norms, business awareness and personal affiliations.
Structuring ideas, information and recommendations in ways that help others to understand their purpose and objectives. This may entail communicating technical information in more accessible terms to lay audiences. Solid evidence and/or case studies should be used wherever appropriate to help build well-grounded arguments based on the benefits or disadvantages to an organisation resulting from a particular course of action. Benefits may include, among others, improvements in stakeholders’ perceptions of a particular brand or an organisation’s reputation more broadly; eco-efficiency gains; enhancements to the ability of an organisation to attract, retain and motivate employees; and changes to the business model that will produce financial benefits over the medium to longer term.
Developing and utilising networks and alliances to communicate ideas and build a rapport between an organisation and its stakeholders. Good relationship building facilitates the generation of support for initiatives and can help to create a consensus within the relevant community.
Ensuring that the practitioner has good personal credibility within an organisation or context in which he or she is operating. A positive image may be constructed from demonstrable capability, a proven track-record and personal integrity, among other things.
Being prepared and willing to counter critics and manage set-backs, where necessary. In particular, the practitioner should be able to challenge preconceptions and/or prejudices that might undermine the success or standing of a CRS project within an organisation and to do this in an inclusive and constructive manner. Developing creative arguments and attentively and perceptively listening to others are also important to this competence.
Critically appreciating authority and power structures within organisations, both formal and informal, and seeking to exert influence in ways that are consistent with such structures. The practitioner should be sensitive to the importance of timing, combining opportunism with well-considered planning when promoting CRS proposals.
Working collaboratively and as part of a team, wherever possible, to deliver mutually agreed outcomes that are co-ordinated with other departments or organisations, and to help to ensure that there is a sense of collective investment in CRS initiatives.

Application for ICRS Fellowship:

Accomplished at influencing and persuading others within an organisation or sector of matters relating to the CRS agenda
Distinguished within an organisation, sector and/or the CRS profession at influencing and persuading others of matters relating to the CRS agenda