by Caroline Chamberland, M.Sc., MBA
Delivering what’s requested is good.
But understanding what’s expected—even when it’s not said out loud—is even better.
In many cases, it’s not the contractual requirements that cause issues… it’s the unspoken expectations that no one took the time to clarify.
- • A client who’s disappointed even though “everything is compliant”?
- • A demotivated employee despite your efforts?
- • A frustrated partner over an unwritten rule?
What if the real challenge was simply learning to listen more closely—and more intentionally—to your stakeholders’ actual needs, whether expressed or not?
Dans le monde des affaires, la satisfaction des parties intéressées n’est pas un luxe, mais une Stakeholder satisfaction isn’t a luxury—it’s a strategic necessity.Yet, many organizations focus only on explicit requirements (contracts, clauses, quotes) while overlooking implicit expectations..
However, several international standards incorporate this concept at the heart of their frameworks This includes ISO 9001 for quality, ISO 14001 for environmental management, and ISO 45001 for occupational health and safety. These standards require organizations to identify and understand the needs and expectations of relevant stakeholders..
But who are these stakeholders, exactly? And more importantly, how can you truly get to know them?
Who Are Your Stakeholders?
According to ISO 9000:2015, a stakeholder is any person or organization that can affect , be affected by, or perceive itself to be affected by a decision or activity of the organization.
This may include
- the customers and service users
- the suppliers,
- the employees,
- the owners or shareholders,
- the regulatory bodies,
- the standardization organizations,
- and society at large—especially regarding sustainable development and social responsibility.
For example, climate change concerns have now become part of society’s implicit expectations. (See our January 7 article on this topic.)
Needs Aren’t Always Clearly Expressed
One of the biggest challenges? Needs and expectations are not always spelled out..
Let’s take a simple example:
A client asks for a specific product at a specific price. You deliver on time, at the right price, with the right specs. Still, they’re not satisfied..
Why? Because several small but important details were overlooked:
- Did they have a preference for packaging??
- Were they expecting a specific payment method??
- Did they need user instructions or post-sale support??
These unspoken elements are often the key drivers of satisfaction.Ignoring them can lead you to wrongly assume a client is happy—when they’re not.
What If You Can’t Read Minds?
Of course, it’s unrealistic to expect to ask all the right questions every time.That's why a systematic stakeholder management approach is essential. It allows you to document, anticipate, and manage recurring needs across your key stakeholder groups.
For instance:
- Understand a client's or partner's core values .
- Define your non-negotiables (e.g., privacy policy, solicitation rules).
- Ask what matters to them —even if they’re unsure how to answer..
Concrete Examples to Illustrate
Client Relationships: It’s More Than Just Delivery
A company wants to build a long-term partnership with a strategic client. Instead of just delivering products, they initiate open dialogue early onto:avoid friction and encourage mutual satisfaction.The goal is clear: prevent misunderstandings that could waste time or damage the relationship.
They also share their own expectations—especially those related to company culture—and check whether the client’s values align and if they have expectations of their own.
Some might see this approach as time-consuming, but in reality, it helps assess partnership potential, reduce conflict, and avoid costly restarts with new clients or vendors.
Topics discussed include
- post-sale service expectations,
- logistical preferences (delivery frequency, method, and conditions),
- and company culture alignment.
Result: Fewer back-and-forths, fewer misunderstandings, better mutual understanding—and a strong, lasting business relationship.
Suppliers: Preventing Unpleasant Surprises
A SME hires a consultant to lead a workshop. The consultant is competent, enthusiastic, and experienced. Everything seems to go smoothly… until he contacts internal clients directly after the session. While this wasn’t explicitly prohibited, it violated an implicit no-solicitation rule—a norm the company considered self-evident.
Outcome: The contract is terminated, the company must repair internal relationships, and the whole situation results in lost time, energy… and money.
Lesson learned: A brief discussion upfront to clarify mutual expectations would have saved a lot of trouble.
Employees: Get to the Heart of What Matters
A company with high turnover launches monthly free lunches to boost morale. The idea is well received—but it doesn’t improve retention.
Why? Because the team didn’t need free meals; they needed flexible work schedules.
It's not about responding to all employee requests, but about better understanding what really motivates them. Without this understanding, it takes almost a stroke of luck to get it right!
This case shows how risky—and costly—it can be to assume needs without taking the time to validate them.
A brief exchange to clarify expectations would have been enough to prevent this situation. A simple step, but an essential one for building a healthy and lasting collaboration.
When the other person doesn't know what to say...
Sometimes a customer, supplier, or even an employee will respond to you by saying:
"I don't really have any particular expectations."
In such cases, don't hesitate to start by naming yours :
- “On our end, we value clear and respectful communication.”
- “We appreciate when deadlines are honoured.”
- “We’re aiming for a win-win relationship.”
This helps create a space for dialogue.Often, the other parties will start opening up about what matters to them as well.
Strategies to Better Understand Your Stakeholders
Here are some concrete steps you can take:
- Maintain up-to-date stakeholder profileswith documented or observed needs.
- Set up feedback channels: surveys, informal check-ins and post-project reviews.
- Host reflection workshops with key partners.
- Train your teams in active listening and clear communication..
- Regularly assess changing contexts —what was true two years ago may not be true today.
The Importance of Follow-Up: Expectations Evolve
Identifying stakeholder needs at a point in time is good. But following up is essential. Expectations shift with economic, social, technological, or organizational changes. A client who was satisfied yesterday may be dissatisfied tomorrow. An employee who never spoke up might develop new expectations over time. That's why periodic follow-ups—surveys, one-on-one meetings, or feedback loops—are critical. They help you adjust practices and strengthen trust. Stakeholders feel heard—even between projects or outside of key moments.
In conclusion
Understand a client's or partner's besoins et attentes de vos parties intéressées n’est pas une formalité. C’est un levier de performance durable. Cela vous permet de :
✅Build trust-based relationships
✅Anticipate risks and avoid partnership breakdowns
✅ Maximize client and employee satisfaction
✅ Align with ISO and other standard requirements.
Yes, it takes active listening, a structured approach, and sometimes a bit of courage to ask the right questions… But the payoff is worth it—for everyone involved.
Need tools or support to map your stakeholders? Our training sessions are here to help!