Why the most influential campaigns are rarely won alone
Have you ever spent months developing a campaign, anchored in compelling evidence and persuasive messages, engaging members and volunteers to spread the word and make the ask, yet failing to make the impact you really wanted?
Often, the problem isn't your campaign aims or messaging – more likely the issue lies with how your organisation is perceived by those with the power to make the change you need.
It's quite easy for decision-makers to disregard your single voice. Perhaps they expect you to take a particular position; you've disagreed before; they may see you as having a vested interest; or they consider you "the usual suspects".
This is where partnerships can grow your influence, with a range of aligned organisations reaching more audiences, offering additional expertise and capacity and bringing a wider credibility that is hard to ignore.
The broader the coalition, the more easily your argument shifts from “organisation x wants this change” to “people from across society agree this issue needs addressing.”
Start by understanding where power sits
Before approaching potential partners, it's important to map the landscape, thinking about three questions:
Who has the authority to make the changes you're seeking: whether those be political, legislative, financial or contractual decisions.
And who holds sway over those decision-makers: who do they trust among, say, journalists, business leaders, academics, community organisations, professional bodies, people with lived experience.
Then which of those people or organisations could align with your campaign and carry weight with the people you need to persuade.
Look beyond the obvious allies
While it feels comfortable to build a coalition among organisations and people you already know and trust, this might continue to play into "usual suspects" preconceptions. Instead, explore those partners who people wouldn't expect to be interested – and who prompt your target decision-makers to pay attention.
Some well-known examples include the Women's Institute raising concerns about microplastics, Quakers peacefully protesting arms trade activities, Marcus Rashford advocating for free school meals and Feargal Sharkey campaigning for clean rivers.
And while it's great to extend your reach among new partners, spend some time checking whether they align with your organisation's values and behaviours. Due diligence over their income, investments, Trustees' backgrounds and previous alliances could save your reputation should an ill-aligned partnership be held up to scrutiny.
Find the shared interest, not identical motivations
It's very hard to align partners across every aspect of your campaign but that's ok. Different organisations may arrive at the same ask for very different reasons. One partner may be motivated by fairness, another by economic growth, another by public health and another by environmental sustainability.
So before approaching a potential partner, understand what matters to them and therefore why they would get involved. How does your campaign help them achieve their objectives? Where are there areas of genuine alignment and where might there be differences that are acceptable and need to be respected?
Equally important is recognising that not every organisation needs to play the same role. Some partners will bring political influence, others media credibility, technical expertise, grassroots networks or compelling lived experience. The goal is that together you are stronger than the sum of your parts.
Build partnerships that last
Strong partnerships begin with open conversations about what success looks like, what each organisation can realistically contribute and where any red lines sit. Agreeing expectations early helps avoid misunderstandings later, particularly when campaigns gather momentum or come under pressure.
Just as importantly, partnerships need nurturing beyond the launch of a campaign. Celebrate shared successes, recognise each organisation's contribution and continue supporting one another where your priorities overlap.
And once the campaign finishes, think about how to continue supporting each other so future collaboration is quicker, easier and more effective.
The key lesson
The organisations with the greatest impact are not necessarily those with the biggest budgets or the loudest voices. They are the ones that understand how power works, identify the people who can shape it and bring together coalitions that combine different forms of credibility, expertise and public trust.
Building partnerships takes time. It requires compromise, patience and genuine curiosity about what motivates other organisations. But when different voices begin making the same case, campaigns become much harder for decision-makers to ignore.
So the next time you're planning a campaign, don't just ask who agrees with you, go and find those people and organisations who can give you greater reach, more influence and a higher chance of success.
