💭 How to gather the insights needed to create a strategic activation plan

It’s the moment I’m sure you’ve been waiting for 😉: beginning today and continuing through the next few newsletters, I’ll be guiding you through each phase of my Activation approach.

My goal is to provide you with a clear outline you can follow for your own Activation efforts. Of course, if you’d prefer to just hire an Activator instead, we can do that for you too!

Ready to dive in?! Today, we're exploring Phase 1 of Activation, which I call: Foundation & Insights.

To activate people and build momentum for a cause, you must first do your research. There's no shortcut here.

Activators know this means using various tools and pushing themselves to connect with unfamiliar faces—all to gather a wide range of commentary. Only after you go through this first phase of deeply understanding who you’ll be working with can you create a plan to activate people around a future vision.

The best way to build understanding is by taking a look at some real-world examples, so today we’ll do exactly that! 👇

Example: A Regional Organization Driving Systemic Change

Imagine you are working towards a BIG goal that requires the buy-in and participation of hundreds of independent business owners, plus government, education, and community organizations.

Sounds complex, right? So how would you actually start?

A great success story (to continue pulling from examples close to home 🏠🌴) is Miami Tech Works.

They are responsible for building a sustainable tech talent pipeline in South Florida, which entails working with local businesses, training providers, and government entities to make sure residents in South Florida can access tech jobs—and that local companies can find good tech talent.

A few months into operation, Miami Tech Works recognized that the feedback they’d be collecting on their own through in-person meetings was not enough to make a fully informed decision on what kind of programs to provide in order to solve the talent pipeline problem.

They decided to take things to the next level and hired a company to perform a comprehensive gap analysis study to collect the data they needed.

💡 Do you always need to hire an external company to gather your data? No. But if you’re working on something massive, like solving a problem for generations to come… it’s likely that you’ll need to bring in some kind of data and analysis professionals.

Here’s a quick insight about what Miami Tech Works uncovered in their gap analysis, courtesy of Antonio Delgado Fornaguera, Vice President of Innovation and Tech Partnerships at Miami Dade College:

“Miami Tech Works commissioned a Tech Talent Gap Analysis in Miami to develop data-driven solutions to increase the local talent pipeline entering the growing tech workforce of the region. The report, produced by TPMA, includes an environmental scan of the tech-related occupations in Miami, a stakeholders analysis, and a set of valuable recommendations to elevate #MiamiTech's ecosystem.”

A fundamental part of activation is understanding the needs of the people you serve, and Miami Tech Works is a prime example of gathering the right data in order to move forward strategically.

Activation in Action

Example in Government: Francesca “Cesi” de Quesada

Q: You work on complex, collaborative initiatives that involve various people and organizations to be successful. What is your approach, and do you follow any frameworks, methodologies, etc?

A: “When leading initiatives with diverse stakeholders—local governments, private organizations, and community groups—my approach begins by fostering a shared vision from the outset. This involves early and intentional engagement, establishing clear and open communication channels, and setting mutually aligned goals that resonate with each party. Central to this approach is process transparency and ensuring that every stakeholder feels genuinely empowered and integral to the project’s success. Effective leadership is essential, especially in modeling collaborative behavior and building trust. This means not only providing strategic direction but also facilitating an environment where input from all stakeholders is actively sought, valued, and integrated to create clarity of purpose and outcome.”

Q: What software or tools do you use to collect foundational insights for high-impact projects?

A: “Given the wide range of organizations we collaborate with, our approach to gathering foundational insights for high-impact projects remains intentionally relationship-driven. We rely heavily on in-person meetings, roundtables, and even phone calls to build trust and capture nuanced insights that digital tools often miss. Once we've gathered these insights, we leverage a mix of project management software and maintain active information sharing through weekly Zoom meetings and email. This combination of personal engagement and digital tools ensures both the quality of our insights and the efficiency of our project coordination.”

Example in International Impact: Hetal Ganatra

Q: When it comes to ecosystem mapping and analysis, such as identifying key players and organizations, and strategizing your approach to engagement with them, what do you advise? What has worked and doesn't work?

A: “A structured and strategic approach is essential for identifying key players and developing effective engagement strategies. Start by scoping and researching to determine which key players and organizations align closely with your mission and can act as complementary partners, both parties mutually adding value in various ways. This helps you prioritize the most relevant stakeholders.

Categorize organizations and individuals into groups such as complementary and strategic organizations that add credibility and value, decision-makers, influencers, implementers, and beneficiaries. This allows you to tailor engagement strategies based on their specific roles and levels of influence. Building relationships early, before you need something, is crucial. We've found that engaging through informal conversations or by attending relevant events fosters trust and helps create a shared vision.

In our case, we’ve occasionally leveraged political and diplomatic influence, supported by our G20 mandate, to open doors and strengthen partnerships. However, the focus is always on mutual value creation, ensuring that engagements are collaborative, not purely transactional.

It's important not to attempt engaging everyone at once, prioritize key stakeholders first. Also, remember that one size does not fit all, tailor your approach based on the unique interests and motivations of each stakeholder where possible. Although noting that in some situations you may need to engage multiple stakeholders at one, in which case preparing effectively in advance is key.”

Q: Can you provide an example of a specific project where something you uncovered (or didn't) in the initial foundational insights part, hurt or harmed the project?

A: “One potential pitfall is failing to map out partners effectively and, not conveying expectations clearly from the start. Building strong relationships early on, well before you need anything from them, is critical. However, rushing to formalize these relationships through MOUs or LOIs too soon can sometimes backfire. Celebrating these agreements prematurely, before fully understanding and agreeing mutual expectations, can lead to stagnation. The partnership may lose momentum, turning what could have been a productive relationship into something more superficial, a “nice to have” rather than a strategic asset.”

Example in Philanthropy: Rebecca Fishman Lipsey

Q: How do you go about mapping your ecosystem and gathering insights before tackling a challenge? What methods do you use to collect diverse perspectives to ensure you have a comprehensive understanding of the issue before starting?

A: “As Miami’s community foundation, we work closely with two different groups: thousands of philanthropists, and community members who are trying to address the most pressing issues facing the future of Miami. We recognize that many of our partners have overlapping agendas and could accomplish so much more if they worked together... or even if they were aware of the goals and actions of the others in the ecosystem. 

Our answer is simple: it lies in providing transparent and reliable data about where impact is happening and where the gaps are. An example of this can be seen in our countywide artLook map, which identifies arts programs, educators and partners located in schools and communities, explains where the programming and partnerships are happening, and highlights existing needs!”

Ok we’ll wrap up here! That was a lot of insight on this fundamental phase, and I’m eager to hear your thoughts.

What methods have you used in your own ‘Foundation & Insights’ phase?

Hit reply, I’d love to hear about what’s worked for you!

When I return to your inbox next, it’ll be to introduce Phase 2: Unique Value Creation.

Warmly,
Nicole

In search of an Activator to consult with you, train your team, speak to a group, or even build a movement for you? Click here to learn how we can connect you with Activators to boost your momentum-building journey.