Building Trust with State Actors in Projects

𝐓𝐫𝐮𝐬𝐭 𝐢𝐬𝐧’𝐭 𝐛𝐮𝐢𝐥𝐭 𝐢𝐧 𝐜𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐬. 𝐈𝐭’𝐬 𝐛𝐮𝐢𝐥𝐭 𝐢𝐧 𝐫𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐚𝐧𝐝 𝐜𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐬𝐚𝐟𝐞𝐭𝐲. We once had to shut down four city blocks in downtown Phoenix for a private Macklemore concert. On the surface, it sounds like logistics. In reality, it was about trust. It took a month meeting with city departments, knocking on doors, and listening to city employees who mostly wanted to help the public, get a paycheck and benefits, plus not lose their job. Each had their own concerns: safety, traffic, liability or what would their boss do to them. Instead of pushing my agenda, I focused on their pain points and showed that I understood what mattered to them.  After the month of planning, we started at 2:15 the morning of the concert, to set up - they would not let us close the roads, then I convinced them it was okay, after the bars closed. That’s how you move big, complicated projects forward. Not with pressure. Not with shortcuts, instead - by giving people confidence that you see them, hear them, and will protect their interests (if nothing else, that they won’t get fired, their kids will be okay and life will be good). The principle is simple. 𝐈𝐟 𝐩𝐞𝐨𝐩𝐥𝐞 𝐟𝐞𝐞𝐥 𝐬𝐚𝐟𝐞 𝐚𝐧𝐝 𝐫𝐞𝐬𝐩𝐞𝐜𝐭𝐞𝐝, 𝐭𝐡𝐞𝐲’𝐥𝐥 𝐨𝐩𝐞𝐧 𝐝𝐨𝐨𝐫𝐬. 𝐈𝐟 𝐭𝐡𝐞𝐲 𝐟𝐞𝐞𝐥 𝐢𝐠𝐧𝐨𝐫𝐞𝐝 𝐨𝐫 𝐮𝐧𝐬𝐚𝐟𝐞, 𝐭𝐡𝐞𝐲’𝐥𝐥 𝐜𝐥𝐨𝐬𝐞 𝐭𝐡𝐞𝐦. Whether you’re closing a deal, running a campaign, or trying to get four blocks of a city to shut down, the foundation is the same: trust built through listening. What’s one way you’ve built trust in a tough negotiation? #Trust #Negotiation #DealMaking #TILTTheRoom #MediaLaw #Macklemore Christopher Voss Kwame Christian, Esq., M.A. Alexandra Carter Dr. Robert Cialdini Scott Tillema

🚧 𝗦𝗸𝗲𝗽𝘁𝗶𝗰𝗮𝗹 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀 𝗰𝗮𝗻 𝗯𝗲 𝘁𝗵𝗲 𝘀𝗶𝗹𝗲𝗻𝘁 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝗸𝗶𝗹𝗹𝗲𝗿𝘀.🚧 Ever pitched a brilliant project plan only to face a wall of skepticism? It’s disheartening when your best ideas are met with doubt. The real challenge isn’t just presenting the plan; it’s convincing others that it’s not just feasible but essential. 😓🔍 Having navigated countless projects with doubtful stakeholders, I’ve seen firsthand how paralyzing this skepticism can be. Whether it’s a lack of trust, previous failures, or simply fear of the unknown, the roadblocks can seem insurmountable. 🔎 Common but ineffective strategies: ❌ Generic presentations fail to address specific concerns. ❌ Over-promising without backing up claims with data. ❌ Ignoring individual stakeholder needs for a one-size-fits-all approach. These methods often fall flat because they don’t connect with stakeholders on a personal level or address their unique worries. 🎯 Here’s what works: 1️⃣ 𝗗𝗲𝗲𝗽 𝗗𝗶𝘃𝗲 𝗶𝗻𝘁𝗼 𝗖𝗼𝗻𝗰𝗲𝗿𝗻𝘀: Start by understanding the root of skepticism through direct conversations or feedback sessions. Address specific worries with data and comparisons. 2️⃣ 𝗕𝘂𝗶𝗹𝗱 𝗧𝗿𝘂𝘀𝘁 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆: Showcase past successes and provide evidence of your expertise. Highlighting relevant case studies can bolster your credibility. 3️⃣ 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗥𝗶𝘀𝗸 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: Conduct a thorough risk analysis and communicate it clearly. Use visual aids and regular updates to keep stakeholders informed and reassured. 4️⃣ 𝗧𝗮𝗶𝗹𝗼𝗿 𝗬𝗼𝘂𝗿 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻: Adapt your approach to match each stakeholder’s preferences. Offer personalized updates and engage advocates who support your vision. 5️⃣ 𝗦𝘁𝗮𝘆 𝗙𝗹𝗲𝘅𝗶𝗯𝗹𝗲: Be ready to adapt your strategies based on feedback and evolving concerns. Continuous improvement shows commitment and responsiveness. 💡 Ready to turn skepticism into support? ✨ 𝗔𝗟𝗪𝗔𝗬𝗦 𝗥𝗘𝗠𝗘𝗠𝗕𝗘𝗥✨ “The only limit to our realization of tomorrow is our doubts of today.” — Franklin D. Roosevelt 🚀 Let’s chat! Drop me a message and discover how we can tackle stakeholder skepticism together, ensuring your project’s success and stakeholder buy-in. Don’t wait—let’s make your vision a reality now! #StakeholderManagement #ProjectSuccess #Leadership #RiskManagement #EffectiveCommunication #BuildingTrust

Building National Agencies Without Deterring Global Support in Post-Conflict Countries In post-conflict nations, rebuilding state institutions is critical—but it must be done in a way that encourages, rather than discourages, international cooperation. Here’s how to strike that balance, with global examples: 1. Prioritize Local Ownership with International Backing - Example:Rwanda’s Rwanda Governance Board (RGB) worked closely with the UN and donors post-1994 genocide but maintained Rwandan leadership in policy design. - Key Lesson:Ensure national agencies lead reconstruction efforts while openly collaborating with global partners. 2. Establish Transparent Governance Structures - Example:Liberia’s Governance Commission (post-2003 civil war) included international advisors but had clear local oversight to prevent dependency. - Key Lesson:Transparency builds trust—global actors are more likely to engage when accountability mechanisms are strong. 3. Hybrid Models: Blending Local and Global Expertise - Example:Kosovo’s Kosovo Trust Agency (post-1999) managed privatization with international oversight but Kosovar leadership. - Key Lesson:Temporary hybrid structures can transition to full local control over time. 4. Focus on Capacity Building, Not Just Aid - Example:Sierra Leone’s National Commission for Social Action (NaCSA) worked with the World Bank to train local administrators post-war. - Key Lesson:Invest in skills transfer so global support doesn’t create long-term dependency. 5. Balance Sovereignty with Strategic Partnerships - Example:Timor-Leste’s National Petroleum Authority retained control over oil revenues while working with Norway on sovereign wealth fund best practices. - Key Lesson:Global engagement should enhance, not undermine, national sovereignty. And Finally… Post-conflict reconstruction requires a delicate equilibrium—strong national institutions must emerge, but not at the cost of alienating global partners. The best models combine local leadership, transparency, and strategic international collaboration. #PostConflict #GlobalDevelopment #NationBuilding #Leadership #InternationalCooperation #Syria

Multistakeholder coordination looks neat in strategy documents. But you can’t coordinate a system you don’t understand. I learned this the hard way. Years ago, I consulted for a state government in northern Nigeria to enhance the implementation of nutrition components in an integrated reproductive, maternal, child health, and nutrition program. On paper, a stakeholder coordination strategy was in place. But there was a problem… Even though everyone said they were working together, they were pulling in different directions! It was like this: • Parallel decision-makers pulling in different directions. • Competing reporting lines between technical and political actors • Overlapping roles between the State Ministry of Health and Primary Healthcare Development Agency, creating turf wars disguised as “coordination meetings.    𝗪𝗵𝗮𝘁 𝗜 𝗟𝗲𝗮𝗿𝗻𝗲𝗱. Even if you have a plan, that’s not enough. Multi-stakeholder coordination needs: • Trust- like best friends who share freely. • Good timing- like everyone dancing to the same beat. • Clear jobs- no one fights over who does the task. • A shared goal- like building the same Lego castle. Important coordination factors to map before you launch a multi-stakeholder effort include: • 𝗠𝗮𝗻𝗱𝗮𝘁𝗲𝘀- Who owns what (legally vs politically)?        𝘈𝘴𝘬: 𝘞𝘩𝘰 𝘪𝘴 𝘥𝘰𝘪𝘯𝘨 𝘸𝘩𝘢𝘵?    • 𝗧𝗶𝗺𝗲𝗹𝗶𝗻𝗲𝘀- Do you know if partners are aligned on timing?       𝘊𝘩𝘦𝘤𝘬: 𝘈𝘳𝘦 𝘸𝘦 𝘢𝘭𝘭 𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘢𝘵 𝘵𝘩𝘦 𝘴𝘢𝘮𝘦 𝘵𝘪𝘮𝘦?    • 𝗙𝗿𝗶𝗰𝘁𝗶𝗼𝗻 𝗣𝗼𝗶𝗻𝘁𝘀- Where do issues keep resurfacing?       𝘓𝘰𝘰𝘬: 𝘈𝘳𝘦 𝘸𝘦 𝘣𝘶𝘮𝘱𝘪𝘯𝘨 𝘪𝘯𝘵𝘰 𝘦𝘢𝘤𝘩 𝘰𝘵𝘩𝘦𝘳?    • 𝗜𝗻𝗰𝗲𝗻𝘁𝗶𝘃𝗲𝘀- What’s motivating each actor?       𝘛𝘩𝘪𝘯𝘬: 𝘞𝘩𝘺 𝘪𝘴 𝘦𝘢𝘤𝘩 𝘱𝘦𝘳𝘴𝘰𝘯 𝘩𝘦𝘳𝘦? 𝘞𝘩𝘢𝘵 𝘥𝘰 𝘵𝘩𝘦𝘺 𝘤𝘢𝘳𝘦 𝘢𝘣𝘰𝘶𝘵?    • 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 – Where is momentum already building?       𝘍𝘪𝘯𝘥: 𝘞𝘩𝘦𝘳𝘦 𝘢𝘳𝘦 𝘵𝘩𝘪𝘯𝘨𝘴 𝘢𝘭𝘳𝘦𝘢𝘥𝘺 𝘨𝘰𝘪𝘯𝘨 𝘸𝘦𝘭𝘭? 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗧𝗶𝗽𝘀: Before you coordinate, check for: • Power flows. • Coordination friction points. • Stakeholder motivations. That's how you move from resistance to buy-in to action. Happy coordinating! 🙂

In every public-private partnership (PPP) project, you’re balancing the priorities of governments, investors, communities, and regulators. Each of them has their own perspective, timelines, concerns, and objectives. Governments are looking to build effective infrastructure with the insights and support of a private company. Investors are looking to expand or diversify their portfolio, aiming to maximize returns. Local communities are seeking new facilities, amenities, and services to empower and enrich their lives. Regulators want to make sure that all due diligence is up to spec—that laws are being followed, and that their country’s best interests are met, without risk of harm or foul play. Quickly, you realize that if you don’t manage alignment from day one, things fall apart fast, where delays, disputes, and cost overruns start mounting. Here’s what I’ve learned: -Establish clarity from the outset: It’s critical to ensure all parties have a shared understanding of the project’s long-term vision, value creation strategy, and key performance indicators before execution begins. -Align interests without diluting priorities: True alignment is realized when differing interests can coexist and reinforce one another. This requires transparent negotiations, clearly defined roles, and flexible structures that accommodate evolving needs without compromising core priorities. Ultimately, the maximum benefits for all parties involved are derived when you find common ground and build from there. -Communicate consistently and proactively: In large-scale PPPs, poor communication is a leading cause of breakdowns. Regular, structured engagement across stakeholders and at multiple levels helps in identifying risks early, managing expectations, and building institutional trust. Whether through formal governance mechanisms or stakeholder engagement platforms, ongoing transparency is absolutely non-negotiable. At the end of the day, PPPs are like any relationship. To make things work, there needs to be clarity, mutual understanding, respect and aligned objectives/expectations.