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“Challenge accepted” is a call to action. It’s a commitment to growth, innovation and excellence. It’s about pushing boundaries, embracing new ideas and not shying away from obstacles.​

Our people accept the challenge every single day – and we’re showcasing a few of their stories. Today, we connected with Associate Director of Stakeholder Engagement Siobhan Adeleke, who is based in London, England:

​The challenge: Stakeholder management requires balancing the sometimes conflicting interests of clients, government agencies, local businesses, community members and even our own people. ​

​Tell us more about this challenge.​ 

The major challenges, especially in infrastructure projects, revolve around balancing internal and external expectations. As a stakeholder manager, you act as a bridge between the project team and the stakeholders, advocating for both sides. Internally, you must ensure the project team considers stakeholder concerns. Externally, you need to communicate the project’s principles and business case to stakeholders, helping them understand the reasons behind potentially disruptive work. In effect, you wear two hats – and you have to know when to switch between being the voice of the stakeholder and the voice of the project. There’s also a number of legal requirements here in the U.K. that mandate for stakeholder concerns to be addressed, which adds another layer of complexity. Ultimately, the challenge lies in managing expectations on both sides and ensuring all voices are heard and considered.​

​What’s the hardest part of this?​ 

While the built infrastructure projects we work on are changing our communities for the better, they often necessitate consequences for people whose homes, businesses and ways of life are directly impacted by the construction. An example of this is Compulsory Purchase Orders, where the government can purchase or take rights over property to further a development if the project is deemed to be in the national interest, such as a new motorway or railway. People often have deep emotional ties to their property and neighborhoods, having lived and worked there for generations, and as a stakeholder manager you often deal with people who understandably may interact with you from a place of sadness, anger, hurt or annoyance. As a stakeholder manager, you need to empathize with their situations while clearly communicating the project’s objectives and helping them navigate through the process. This involves explaining the reasons behind the project, their legal rights, and how they can contribute to shaping the proposals.​

​How do you approach this?​ 

It can be a lot of difficult conversations and emotional encounters. As the face of the project, you’re the primary contact point, which means you sometimes deliver bad news. One of the most important skills is empathy – understanding and relating to a person’s emotions, especially when someone’s upset or worried about property. This often involves using gentle language and creating a comfortable environment, like sitting down with them over a cup of tea. Another crucial skill is active listening. This isn’t just about hearing words but truly understanding the concerns and emotions behind them. It requires practice and patience to become a good listener, especially when delivering bad or controversial news. Communication is also vital. I need to translate complex technical information from our experts into simple, digestible formats that people can understand. This includes using clear, human language and sometimes even physically getting down to a child’s level to explain plans and designs. Finally, reading the room and knowing when to step back is essential. Recognizing when emotions are escalating and adjusting my approach accordingly helps in managing these challenging interactions. These skills, while often considered “soft,” are incredibly important in ensuring all parties feel heard and respected.

How do you define success?​ 

It’s about having the confidence to stand firm and advocate for the project’s objectives, even when faced with resistance. This confidence didn’t come naturally and took time to build. Success to me is to be able to comfortably say I’ve done my job to the best of my ability, regardless of whether others choose to listen. This mindset helps me navigate the complexities of stakeholder interactions and ensures I can sleep well at night knowing I’ve given my all.