Kevin Sweeney

I’ve participated in stakeholder engagement processes at many companies, and I enjoy seeing the transformation of individuals and organizations. It’s fulfilling when a company finds value in the opinions of those without a vested interest. More often than not, the transformations are a net gain for the company; growth and learning are contagious.

Outside stakeholders are often asked to help the company address a specific problem. This is reasonable, and it is often a necessary catalyst for the company to engage. But even in these cases, the best first step may not be to focus on the problem. The better step may be to focus on how the company makes its money.

Before nongovernmental organization (NGO) partners can help find solutions, they should understand how the company sells its products and services.

The more advisors understand about customer motivations, the more likely they are to be helpful partners. The more they know about what really matters to the company, the more likely they are to offer relevant advice.

Many new employees at Ford Motor Co. (NYSE: F) receive sales training; they watch cars being sold, and talk with recent customers. Even if the employee’s job does not involve sales, company leaders know this is a good investment. They want employees who understand customer interests and needs. They want employees who understand how Ford makes its money.

Early in this decade, Ford could have helped itself by offering this same training to a small group of NGO activists. The company had chosen brilliant partners from the environmental community, and the parties engaged honestly and in good faith. (As a consultant to the company back then, I saw this work up close.)