Stakeholder Engagement: why honesty is essential

Posted byKirk WardPosted inChange communications, Communications, Local government, NHS, politicsTags:, , , , , , , , , , , , ,

Over promising and under delivering burns through trust and alienates audiences and stakeholders.

Attendees of the Clearview Stakeholder Engagement Masterclass (February 2025) discussed a number of different engagement models and how they can apply to different contexts and organisations.

They also received a free copy of the eBook, Clearview Explainer: Stakeholder Engagement Models, which looks at a range of models – their strengths and weaknesses and how they can be applied effectively.

For your own copy, contact Clearview here.

This article examines one of the models and identifies a crucial lesson for public sector communications professionals when it comes to stakeholder engagement.

Yes, stakeholder engagement is an essential component of effective decision-making in any organisation. Yet, many organisations fail to properly evaluate what their stakeholders need or expect. They do what they have always done.

The International Association for Public Participation (IAP2) Spectrum provides a structured approach to stakeholder engagement, categorising different levels of participation.

However, its most valuable lesson is the importance of being honest about the level of influence stakeholders will actually have.

Understanding the IAP2 Spectrum

The IAP2 Spectrum of Public Participation outlines five levels of stakeholder engagement, from least to most participatory:

  1. Inform – Providing stakeholders with balanced and objective information.
  2. Consult – Seeking stakeholder feedback on decisions or proposals.
  3. Involve – Working directly with stakeholders to ensure concerns and aspirations are considered.
  4. Collaborate – Partnering with stakeholders in decision-making.
  5. Empower – Giving stakeholders full decision-making authority.

Each level serves a different purpose, and clearly not every situation requires full empowerment. However, problems arise when organisations claim higher levels of engagement than they actually intend to provide.

Why honesty in stakeholder engagement matters

Misrepresenting the level of stakeholder influence can lead to:

  • Distrust and disengagement – If stakeholders believe they have more say than they actually do, they may feel misled and withdraw from future engagements.
  • Resistance and backlash – A lack of transparency can result in frustration, opposition, or reputational damage.
  • Wasted resources – Engagement efforts that fail to align with reality can be time-consuming, costly, and ineffective.

Best practice is to clearly communicate the boundaries of stakeholder influence.

If stakeholders are being consulted but will not be able to make final decisions, this should be stated upfront.

The goal is not to involve stakeholders at the highest possible level, but at the appropriate level for each decision.

Applying the IAP2 Spectrum effectively

To use the IAP2 Spectrum ethically and strategically:

1. Define the appropriate level of engagement

Before engaging stakeholders, clarify:

  • What decisions have already been made?
  • Where is there room for stakeholder influence?
  • What constraints (e.g., legal, financial, political) limit engagement?

Being upfront about these factors ensures that stakeholders have realistic expectations from the outset.

2. Communicate engagement levels transparently

Make it clear how stakeholder input will be used. For example:

  • Inform – “We are providing updates on changes to the service.”
  • Consult – “We are gathering feedback, which will inform but not determine the final decision.”
  • Involve – “Your input will be actively considered in shaping the outcome.”
  • Collaborate – “We will co-design solutions together.”
  • Empower – “The final decision will be made by stakeholders.”

Using precise language prevents misunderstandings and builds trust.

3. Align engagement efforts with organisational capacity

Meaningful engagement requires resources. Before committing to higher levels of engagement, organisations should assess whether they have the time, expertise, and willingness to act on stakeholder input.

For example, if a public consultation is being held but the decision has already been made, it is better to be transparent about the consultation’s purpose rather than create false expectations.

Build trust through transparency

The IAP2 Spectrum is a powerful tool for structuring engagement, but its effectiveness depends on how honestly it is applied. By being clear about the level of stakeholder influence, organisations can build trust, credibility, and long-term engagement success.

To improve your stakeholder engagement, start by assessing where your organisation sits on Clearview Stakeholder Engagement Pathway.

Then use this spectrum to see if you’re over promising and giving away hard earned trust.

Published by Kirk Ward

Kirk Ward is a communications and engagement strategist with more than 15 years of experience in storytelling, understanding audiences and delivering change. He worked as a national, regional and local news journalist and editor before moving into PR and political engagement roles in the private and regulatory sectors. His political work has taken him to the Department of Health and Social Care, Cabinet Office and No 10 on a regular basis, helping leaders and organisations use their voices. Kirk has held a range of senior communications roles over the last decade, building and leading teams through major change programmes, crises and shifting political and operational contexts. As Executive Director of Communications and Engagement in the NHS, he was crucial in steering his organisation, the local community and the wider health service through the COVID-19 pandemic. His work helped shape the rollout of the UK’s COVID-19 app, which secured over 70,000 downloads on the Isle of Wight—roughly half the total population. Find out more about his COVID-19 work [here.](https://www.futureproofingcomms.co.uk/thelatest/fp5-chapter08) Kirk specialises in improving staff engagement, change communications and strategy development. His work on the Isle of Wight saw a failing NHS organisation transform its culture and performance, securing a Good rating from the Care Quality Commission. Clear communication was at the heart of that improvement, and its impact is still being felt. Kirk’s proactive approach to media and political engagement has delivered results for a long list of public and private clients. He is passionate about the power of good communication and engagement. Clearview started as a vehicle for supporting leaders to communicate authentically. He advises chief executives, senior leaders, and communications professionals seeking to communicate clearly and have a lasting impact.

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