How can you develop a shared vision and goals among your partners in coalition building?

it is important for a leader to create a vision first and share what all it requires from all stakeholders to reach there. It is leaders job to make a compelling vision and create a consensus on how to achieve the same goal. Once there is buy in from the partners it becomes more likely to be achieved

I have found that asking for individual responses before the first group communication is helpful. Ensuring that specific verbiage received from every contributor is important to include in the opening salvo so participants in the coalition know their voice has been heard and their input appreciated.

Developing a shared vision and goals among partners in coalition building involves fostering open communication and collaborative goal-setting. Begin by facilitating discussions that allow each partner to articulate their priorities, concerns, and aspirations. Identify common ground and shared values that can serve as the foundation for a unified vision. Establish clear, achievable goals that align with the collective interests of all partners, ensuring that each entity's unique strengths contribute to the overall success of the coalition. Regularly revisit and refine these goals through ongoing dialogue and collaboration, reinforcing a sense of shared purpose and commitment among all coalition members.

When it comes on to developing shared vision and goals among partners in coalition building, it's crucial to have open and honest conversations. In my perspective, I believe that effective communication is key. We should all come together and discuss our individual goals, values and aspirations. By actively listening to each other and finding common ground, we can work towards creating shared visions and goals that aligns with our collective objectives. It's essential to foster a sense of collaboration and ensure that everyone's voice is heard and respected. Together, we can establish clear goals and a common purpose that motivates us to work towards shared visions and goals.

Evidence.Once a clear, well-evidenced understanding of the problems is established, the effective solutions can begin to be identified, resources can be made available and each partner can understand what their role is in delivering the solution to the problems. This includes understanding timescales and required commitment from each partner. No two partnerships are the same and patience and understanding are non-negotiable characteristics of any successful coalition. The factual underpinning provided by the evidence will define the nature of the coalition/partnership and this will require an honest appraisal of each partner’s capabilities, priorities and organisational pressures. Once all of this understood, most things can be achieved.

We definitely need more EDI in our lives, however, to get partners etc involved in our process is to ensure everyone has a voice and that their voice is relevant. We need to create cultures where people feel safe to express their opinions and ideas and understand their value and ability to do so. Alongside that we also need our culture to espouse idea conflict so we can safely challenge each others opinions and ideas to enable us as a team to get better.

In my experience employees has to be part of the vision through survey or questionnaires in order to get there desired interaction and effort with company goals.

It requires effective communication, collaboration, and a clear understanding of each partner's values and objectives. Clearly articulate the purpose and objectives of the coalition. This will help partners understand the collective goal they are working towards.

Consulter largement est un préalable incontournable : en plus d'affûter la stratégie, la consultation des partenaires et autres parties-prenantes permet de trouver sa zone de valeur ajoutée sur un thématique ou une séquence de politiques publiques. En renforçant les liens et les échanges avant d'agir, on s'assure que notre intervention prolonge ou complète d'autres interventions alliées, et on maximise notre valeur ajoutée dans l'élaboration de la décision. Surtout, et c'est précieux, on renforce notre identité en imposant un propos constructif et susceptible de faire bouger les lignes du débat et d'améliorer les décisions politiques.

Le dialogue entre les membres de la coalition doit permettre d'établir de la confiance dans la capacité que chacun à d'apporter réellement une plus-value au groupe. Une fois l'objectif global définit, il faut définir le rôle que chacun va obtenir dans l'obtention du résultat et être d'accord sur la part que chacun peut prendre. Chaque membre de la coalition est pilote d'un sous-sujet et contributeur d'autant d'autres qu'il le souhaite. La discussion initiale doit donc porter sur qu'els sont les sous-sujets qui permettent d'obtenir le résultat final et qui est son pilote (unique).

In my experience, for collaboration to work, everyone has to have a reason to believe in and desire the outcome, and that outcome needs to be urgent or at least important to their personal success. It must be compelling. Parties to a collaboration may play different roles, may come from different perspectives but they have to be compelled toward the outcome that the collaboration is working to achieve. Leaders are sometimes skeptical about parties in a collaborative who lead with their own interests first. But if the collaboration doesn't help them achieve what's important to them (as individuals or orgs), then it's not likely to be an effective collaboration. Leaders need to encourage and align with "self-interest," not fight it.

Besides the lack of a clear vision, failure to communicate it might be one of the worst mistakes to make. Many public sector projects can become contentious political issues, and the public sector is in itself already pretty dense and hard to penetrate for outside stakeholders. If the organization is itself unclear about the proper vision and simply work towards an abstract goal, it is impossible to convince stakeholders so support your projects. These types of projects are more often than not destined to fail.

Trop souvent, en matière d'affaires publiques, les non-dits l'emportent sur l'objectif énoncé par le client. Un préalable essentiel est d'exprimer clairement et sincèrement son attente et de la traduire en projet pour le groupe. Plus celui-ci aura des contours concrets et plus les moyens pour parvenir à sa réussite seront faciles à mettre en oeuvre. Travailler en mode projet permet de catalyser les énergies du groupe et de guider les actions et les discussions vers des objectifs intermédiaires clairs et concrets. Le chemin critique devient facile à définir et l'équipe acquiert la fierté de le mettre en oeuvre. Enfin, le client est rassuré car il mesure bien la portée de son engagement.

Une vision stratégique n'aura d'impact sur le cours des décisions que si elle fait explicitement référence au cadre politique dans lequel elle se déploie. Autrement dit, on ne mobilise pas sans faire référence à un cadre commun, partagé avec le décideur. C'est le fondement d'une stratégie de plaidoyer que de faire référence aux objectifs partagés avec le décideur et d'identifier les lacunes des cadres existants pour les atteindre. A titre d'exemple, pour sensibiliser à l'impact des ventes de SUV sur les émissions de CO2, il ne suffisait pas de signaler qu'un modèle SUV émettait *plus* qu'un modèle standard, mais bien de démontrer qu'un modèle de SUV émettait *trop* pour contenir les émissions françaises et honorer les objectifs climatiques.

Bajo mi punto de vista y mi experiencia, el digital advocacy ha emergido como una estrategia de influencia clave para concentrar en torno a un determinado interés a la opinión pública, movimientos sociales, sectoriales e incluso institucionales, todo ello a través de canales digitales que permitan configurar una comunidad de carácter multilateral.

This is how to establish indicators and methods to monitor and evaluate vision and goals; 1. Identify specific indicators that reflect progress toward the coalition's goals. These indicators should be measurable, quantifiable, and aligned with the objectives outlined in the shared vision. 2. Define the methods and tools that will be used to collect data on these indicators. This may involve surveys, interviews, quantitative metrics, or a combination of qualitative and quantitative approaches. 3. Use the data and evidence collected through monitoring and evaluation to inform decision-making within the coalition. Assess whether adjustments or improvements are needed in the strategies, activities, or goals to enhance effectiveness.

La tendencia en los mercados europeos, ya consolidada en US con un mercado ya maduro, es la de posicionar al referente en Public Affairs de las compañías dentro o muy cerca de la alta toma de decisiones. En este contexto de gestión ejecutiva y de impacto directo en el negocio, un cuadro de mando preciso es necesario para medir y tomar decisiones efectivas al más alto nivel. Estos pueden ser en base a outputs, outcomes y otras métricas que valoran el conjunto de ejes estratégicos que mueve el plan de asuntos públicos.

Il est important de construire des indicateurs fiables et faciles à obtenir. Ceux-ci devront permettre une communication qui doit permettre à l'ensemble des citoyens de se faire une opinion critique de l'institution concernée. La construction de ces indicateurs a donc un double objectif : interne et externe. En interne, ils doivent ne pas être chronophages et redondants. Ils doivent montrer aux équipes un chemin de progression ou des points d'alerte. Par expérience, établir des indicateurs simples et réactifs est motivant. Ils doivent refléter ce pourquoi l'institution travaille et pour qui. Externaliser cette information oblige à ce ques ces indicateurs soient pensés en fonction de la raison d'être de l'institution.

En el caso de los Asuntos Públicos, a diferencia de otras estrategias de impacto inmediato y corta permanencia, es importante establecer una continuidad de la contribución en los territorios donde se desarrollen las acciones, de forma de generar una voz pública de incidencia en el tiempo, así se logran aprendizajes constantes y a largo plazo en una relación simbiótica. Es mejor una estrategia de proyectos o iniciativas que desarrollen una amplia temporalidad, aunque sean menos, que muchas acciones que impactan de forma más esporádica, ya que se olvidan rápidamente y el beneficio no se puede medir de forma correcta

Il faut savoir relever et marquer les victoires du travail de plaidoyer pour le climat et la biodiversité. Souvent parce que le combat est loin d'être terminé : quand le WWF a obtenu du gouvernement qu'il décourage la vente des SUV les plus lourds par sa fiscalité, il a fallu dans le même temps signaler qu'il faudrait aller plus loin en appliquant plus largement ce signal fiscal. Quand le WWF, aux côtés des ONG du monde entier, a obtenu des gouvernements réunis à la COP28 qu'ils s'engagent à "se détourner" des énergies fossiles, il a fallu marquer le tournant tout en appelant là encore à acter la sortie complète du charbon, du gaz et du pétrole. Les victoires sont donc des étapes et il faut savoir faire une pause pour repartir plus forts.

Claramente el mirar buenas prácticas o benchmark es una herramienta a considerar, y no solo observando instituciones u organizaciones externas, también implementando ideas generadas por otras áreas de la institución, ya que generará más adhesión y reconocimiento a lo desarrollado por colaboradores de la empresa

Share stories using language that you wouldn't normally use in a work situation. Reconnect with the way in which we learned lesson as children through fables and parabels to exchange meaning.

When implementing a shared goal/vision within a team, it's vitally important that each member be able to articulate the team goals, but in their own words. People learn best through relating a topic to themselves or an experience they’ve had personally. Whether you're engaging your sales team to execute a new GTM strategy and launch, or working as advocates to influence elected officials and members of the public to take up your cause, it is key to allow team members to put the vision into their own words. The enthusiasm and genuine passion behind the topic will shine through and what they are saying will resonate with others because it's not forced.

Eu trabalhei durante anos em uma empresa que fora resultado da fusão entre duas empresas com valores muito fortes e plenamente consolidados e o resultado é que, mais de 10 anos depois do final desse processo, o trabalho de criação de uma cultura comum dessa nova empresa ainda estava muito longe de ser alcançado. Se é desafiador estabelecer valores comuns dentro de uma empresa, avalia-se a dificuldade de fazer o mesmo com empresas concorrentes ou de setores completamente diferentes. Uma das grandes vantagens de se buscar explorar valores compartilhados é a possibilidade de descobrir os princípios fundamentais que guiam as ações de cada parceiro.

It is very important that you work with the various stakeholders at the beginning to work together to articulate the core principles or beliefs that guide the actions of each partner. This could involve discussions on ethical considerations, cultural values, or mission-oriented beliefs that underpin the collaborative effort.

It is important to understand what every party involved has a chance to lose in any collective effort. Either explicitly asking or keen observation of this fact will help you keep others perspective in mind and help facilitate the process.