Increase Your Influence

We do it with you

Process facilitation

Together, we develop a strategy for increasing your influence. We work across three arenas: at the decision-making table, across society and within your supporter base.

Being heard in the right places

Many organisations have deep subject-matter expertise but find that their message does not carry enough weight with policymakers, funders, partners or sector bodies.

We help you clarify:

what exactly you are asking for, who you are asking and why they should act.

We strengthen your strategic positioning, your case, your negotiating narrative and your route to decision-making. This makes your message clearer, more compelling and harder to ignore.

Building public pressure

Sometimes, being well prepared at the decision-making table is not enough. The wider environment needs to move as well.

We help you build public pressure around your issue. This may involve media coverage, public communications, partners, ambassadors, members, volunteers, practitioners or people with lived experience.

The central question is always: what needs to become visible, tangible or part of public debate to bring your goal closer?

We make sure your approach does more than attract attention: it points towards concrete change. That might be a policy decision, a shift in public opinion, a change in behaviour, a funding decision or a tangible social outcome.

From communicating to organising

Many organisations reach people. Far fewer succeed in deepening their involvement over time.

That is a powerful lever for change.

We help you move from informing and mobilising people to organising: building a growing movement of people who take on increasing responsibility.

People do more than sign a petition, attend an event or share a message. They become supporters, volunteers, members, ambassadors, local organisers or active allies.

We help you build an organising approach that answers questions such as:

• How do you attract new people?
• How do you give them a first meaningful role?
• How do you deepen their involvement?
• How do you provide guidance, rhythm and follow-up?
• How do you build local, thematic or digital groups?
• How do you connect communications with voluntary action?

Your supporters become more than an audience. They become a lasting source of influence.

We do it for you

Strategy and delivery

Increasing your influence is complex. It requires strategy, experience, timing, an understanding of social dynamics and the capacity to turn plans into action.

Sometimes you need more than advice. You need someone to help lead and deliver the work. In that case, we temporarily become part of your team.

Developing or rethinking your approach

We help you develop a new influencing approach or sharpen an existing one.

We work on:

• your objective and pathway to change;
• audiences and influencers;
• your core message and wider narrative;
• phasing and timing;
• communication channels;
• actions and opportunities to build pressure;
• the involvement of volunteers, members and supporters;
• internal roles and planning.

We make sure your approach does not become a collection of disconnected activities, but a focused strategy with a clear structure.

Coalition facilitation

Many social goals cannot be achieved alone. You need partners: organisations, networks, practitioners, citizens, people with lived experience, businesses, local groups or sector bodies.

But coalitions are not automatically effective.

There may be plenty of discussion but too little direction. Many organisations may be represented, but not everyone contributes equally. There may be broad support but limited capacity to make decisions. Or the coalition may share an issue without sharing a strategy.

We facilitate coalitions so they become more focused, agile and effective.

We help clarify shared objectives, roles, decision-making, strategy, planning, communications and co-ordination.

Your coalition becomes more than a place for discussion. It becomes an organised force working towards a shared goal.

Temporarily strengthening your campaign or movement-building team

Sometimes the ambition is there, but the capacity to deliver it is temporarily missing.

We can temporarily lead or strengthen your campaign team, communications team, public affairs function or movement-building team. We bring structure, momentum, planning and strategic clarity.

We can help establish a temporary project team, support staff, make choices, monitor progress and prepare important decisions.

Our goal is always to ensure that your organisation can then carry the work forward more powerfully on its own.

You do it yourself

Tools and methods

If you want to strengthen your own ability to build influence, we support you through training, coaching, keynotes and practical methods.

Training in recruiting and organising

This course teaches you not only how to reach people, but also how to engage them for the long term.

You learn how to move from disconnected communications and one-off mobilisation to an approach in which people take on increasing responsibility.

We explore how to:

• connect with people through the issues that matter to them;
• deepen their involvement;
• activate volunteers, members and supporters;
• build local groups or thematic teams;
• hold conversations that lead to action;
• develop leadership within your supporter base.

The central question is: how do you build a movement of people who increasingly want, can and dare to take action?

The core question is: how do you build a movement of people who want, can and dare to do more and more?

Training in campaign strategy: building pressure

This course teaches you how to build pressure strategically around a social goal.

We work on objectives, audiences, influencers, narrative, timing, visibility, mobilisation, communications and evaluation.

Not: “What actions could we take?”
Instead: “Which sequence of steps will bring us closer to our goal?”

Keynotes and inspiration sessions

We deliver inspiring sessions for teams, volunteers, members, board members and supporters.

They may explore influence, pressure-building, organising, social change, coalitions or the role of citizens and organisations in creating a movement.

The aim is for people not only to understand what is needed, but also to feel motivated to get involved.

Coaching on influence, communications and organising

We coach chief executives, communications teams, public affairs leads, movement-builders and volunteer managers.

The coaching may focus on an existing programme, a new strategic plan, a challenging coalition, a recruitment issue or building a movement around your organisation.

You remain in charge. We bring focus, structure and experience.

Our approach

We always start with your objective. What exactly do you want to achieve, change or put on the agenda? Without a clear objective, influence quickly becomes vague. We first clarify where you want to go, who needs to move and what change needs to become visible.

We then map your playing field. Who decides? Who influences them? Who can build pressure? Who can delay progress? Who could become an ally? This gives you a clear route: not only what to say, but also who needs to hear it, who can help deliver the message and when the moment is right.

We then work across three tracks at the same time:

• at the decision-making table: strengthening your narrative, position and case;
• across society: showing why your issue is urgent and building pressure;
• within your supporter base: engaging people for the long term through organising.

Our work is strategic but always practical. You do not receive an abstract model. You receive clear choices, language, rhythm, actions and roles that your organisation can use. We consider what is achievable with your team, volunteers, partners and resources.

Our strength lies in combining strategy with action. We help you think clearly and build what is needed: a stronger narrative, more effective coalitions, greater visibility, focused pressure and a supporter base that takes on increasing responsibility.

This ensures that influence is not treated as a separate communications workstream, but as an organised approach to bringing social change closer.