Stakeholder engagement is often framed in terms of strategy, communication techniques, and institutional positioning. But behind every stakeholder interaction is a human being, with a personality that either builds trust or breaks it, opens doors or closes them, creates partnerships or provokes resistance. So, do personality traits influence success in stakeholder engagement and relationships? Absolutely. The question is not if, but how much.
Personality traits are the enduring characteristics that shape how we think, feel, and behave. They influence our reactions under pressure, how we handle feedback, how open we are to others’ views, and how we resolve conflict. The most well-known model to describe personality is the “Big Five”: openness, conscientiousness, extraversion, agreeableness, and neuroticism. In stakeholder relations, these traits — either in balance or excess — can profoundly determine outcomes.
Professionals who thrive in stakeholder engagement often exhibit high emotional intelligence, empathy, patience, curiosity, and diplomacy. They listen deeply. They build bridges where others see walls. They anticipate tensions without escalating them. Stakeholder professionals who succeed are often conscientious and agreeable — they follow through on commitments and show respect, even in disagreement. They are also open and willing to hear perspectives different from their own.
On the other hand, detrimental traits like arrogance, defensiveness, rigidity, and emotional volatility can severely undermine stakeholder relationships. A person dismissive of others’ concerns, easily angered, or uninterested in collaboration is unlikely to maintain goodwill over time. Stakeholder engagement is not a once-off event — it’s a relationship marathon, not a sprint.
Consider Kofi Annan, the former UN Secretary-General. His calm demeanour, humility, and ability to bring conflicting sides to the table made him a giant indiplomacy and stakeholder leadership. His personality wasn’t just an accessory to his role but central to his ability to create global consensus. Similarly, Nelson Mandela’s unique blend of empathy, restraint, and moral authority enabled him to build bridges with former enemies. These were not accidents of personality — they were conscious traits, cultivated and refined over time.
On the opposite end of the spectrum, consider Elizabeth Holmes of Theranos. Despite initial charisma and visionary flair, her stakeholder relationships deteriorated as traits like dishonesty, secrecy, and manipulation surfaced. Investors, board members, and partners who were once supportive became adversaries. Her case illustrates how even the most compelling stakeholder narratives collapse under the weight of toxic personal traits.
Can personality traits be developed? The answer is yes, with effort and self-awareness. Traits are not fixed like fingerprints—they can be nurtured through coaching, reflection, and feedback. Emotional intelligence can be improved. Empathy can be deepened through diverse exposure. Diplomacy can be practised. Even patience, though challenging to master, can be strengthened by mindfulness and intent.
For stakeholder professionals, the starting point is honest self-assessment. Am I easy to engage with? Do I inspire trust? Do I escalate or de-escalate tension? Do people feel heard in my presence? From there, growth begins. Mentorship, behavioural training, and learning from mistakes become the tools for personality refinement.
Ultimately, stakeholder engagement is not just about stakeholders — it’s about the person representing the organisation. That person’s character is often more persuasive than any corporate policy or talking point. Relationships are built — or broken — on trust, and trust is built — or broken — on personality.
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Thabang Chiloane, is the Head of Financial Inclusion and Public Policy at the Banking Association South Africa and Chairperson of the Institute for Stakeholder Relations Southern Africa. He writes in his personal capacity.