My first word is customer‑driven. I find considering the stakeholder experience to be a very valuable exercise, it is very useful to engage with stakeholders early, understand their concerns, and identify where expectations may not currently be met. However, if things don’t succeed, whilst I wouldn’t claim to enjoy receiving complaints from stakeholders, I do value the opportunity to speak with them, understand what went wrong, and identify how we can both resolve the issue and ensure the individual feels genuinely listened to. These conversations help prevent complacency and often highlight areas where change is needed. Policies and procedures that worked in the past won’t always continue to do so, which is why it’s important to avoid a paternalistic “we know best” approach. Instead, I focus on learning from those directly affected so we can improve.
Although company policy may lean toward avoiding admission of fault, I will always advocate for a stakeholder where it’s justified—highlighting where miscommunication may have occurred and, even when it hasn’t, why offering goodwill can still be the most constructive and reputationally beneficial route.
My second word is flexible. Through drafting policies and procedures, I’ve learned that it’s easy to assume they will suit all stakeholders and account for every exception—but that’s rarely the case. Because of this, I take a flexible approach to my work. I don’t view outliers as an inconvenience; I work with them to understand their needs, make sure they receive the right support, and identify how they fell outside the expected process so we can prevent similar gaps in the future.
My third word is approachable. Through experience, I’ve learned the importance of raising issues early. People can only do that if they feel comfortable approaching you. I make a conscious effort to be approachable and create an environment where colleagues and stakeholders trust that I will respond promptly, professionally, and with focus on the issue at hand.