In many bid environments, there is a familiar narrative: Sales engaged too late, SMEs and partners did not respond, or leadership did not prioritise the opportunity.
It is easy to frame stakeholder challenges as an “us vs them” problem. In reality, most stakeholders are not unwilling to help. Typically, stakeholders fall into three groups: those who want to help but lack time, those who engage only when chased, and those who genuinely enjoy bid work. I will admit the latter are a rarity!
It is useful to understand the reasons behind stakeholders’ behaviour. Sometimes it is the workload or unclear expectations. And sometimes it is a lack of visibility into how their contribution impacts revenue, growth, or even job security.
One of the biggest lessons I have learned is that stakeholder management should begin long before a bid arrives. If the first time someone hears from you is when you need content urgently, you have already introduced friction.
Strong relationships are built and maintained between bids through regular communication, feedback, and recognition. In one organisation, I introduced an internal newsletter showcasing how distinct functions supported bids. It changed perceptions. People began to see bid work as a shared success, not an interruption to their “real job”. Being featured in the newsletter meant their contribution was visible to the whole company.
A recurring challenge is that stakeholders do not always see the commercial impact of their input. When people understand that a two-hour contribution could influence a multi-million-pound opportunity, priorities begin to shift.
Leadership visibility is equally important. I have seen the impact of a CEO participating in a review session. It reinforces that bidding is a business-critical activity.
Some friction points are structural rather than behavioural. I have worked in environments where key documentation sat on a technical SME’s personal drive despite the existence of shared platforms. Resolving this required leadership alignment to create systems that worked for everyone and saved time.
Poor communication, unclear responsibilities, and inefficient processes can quickly create friction across teams, partners, and suppliers.
Perhaps the most important lesson is recognising the pressures stakeholders are under. A senior clinical lead who micromanaged the bid team had not secured a win in two years. As trust developed, the relationship improved. The friction was due to a need for reassurance. Empathy is not a “soft skill” in bidding – it is fundamental.
There is no single solution to stakeholder challenges, but the most effective bid environments consistently combine empathy, accountability, structure, and recognition. Strong stakeholder relationships are not built during the final week before submission. They are developed gradually through trust, consistency, and shared understanding.
When that foundation exists, what once felt like friction becomes flow.
Rita Mascia
Rita is a proven bid strategist with 25 years of experience turning proposals into wins. Working internationally and now fully remotely from Italy, she excels in guiding bid writing, bid management, capture, and contract negotiations across diverse sectors. Passionate about bringing clarity to complex RFPs, Rita helps clients win government and commercial contracts without sacrificing common sense.
