Managing Stakeholder Expectations in Negotiation

Most RFP evaluations are far from objective. The problem? Procurement teams are too subservient with senior stakeholders who just 'want what they want'. Unlike other processes designed to protect a business, an RFP can fast deteriorate into a sham. The cost? ↳ Spend Regret ↳ Lost Accountability ↳ Seasaw Decision Making ↳ Briken trust with Suppliers Six key rules every business should follow if they want to avoid this: 1. Clear Objectives The evaluation should be grounded in well-defined goals. Knowing exactly what you're assessing—and why—keeps the process focused and relevant. Pro-tip: These objectives are aligned at the internal RFP kick off meeting. No RFP should pass go without this. 2. Appropriate Criteria & Metrics Use criteria that match the goals of what’s being evaluated. The metrics should be measurable, meaningful, and tailored to the context of what you're buying. Pro-tip: At a high level keep this simple. 5 or 6 key criteria should define your decision making. The criteria should be openly shared with suppliers in the RFP doc. You don't have to declare the weightings. 3. Stakeholder Involvement These are the scorers of the RFP, not Procurement. But they need to be invested in the process and for that they need to understand their role and the scorecard. Pro-tip: The evaluation panel should have a minimum of four key stakeholders and at least one end-user. Run a 30min session to make sure they understand their roles and the scorecard. 4. Transparency Every step of the process—methods, data sources, analysis— should be clearly documented and open to scrutiny. This builds credibility and trust. Pro-tip: Include the supplier Requirements response as a schedule in the contract of the chosen supplier. Add the evaluation scorecard to the contract database for future reference and audit purposes. 5. Objective Analysis Findings should be based on evidence and free from bias. Transparency in how conclusions are drawn helps ensure credibility. Pro-tip: the key role of the stakeholder evaluator is to focus on the RFP responses (including workshop). The key role of Procurement is to ensure objectivity is maintained and to challenge anomalies. 6. Clear communication of results The evaluation scorecard should be presented back at the evalution panel in a way that clearly demonstrates the strengths and weaknesses of the different vendor options. Pro-tip: Keep it simple and always route this back to the 5-6 core criteria set out in step 2. -- Hope that helps! What are your thoughts? -- P.S. Enjoy this? You can download a high-res infographic (PDF) of my "How to Evaluate RFP Responses using Scoresheets" 👇 by subscribing to my newsletter: https://procurebites.com/ Repost ♻️ if this could be useful for your team or your network.

Persuasion isn’t personality – it’s practice. Here’s how to train it. Persuasion is a skill that I train with my CEO coaching clients. And the most compelling leaders practice a few simple behaviors that make their message stick. Here are 7 habits of highly persuasive people: 🔹 1. 𝐓𝐡𝐞𝐲 𝐋𝐞𝐚𝐝 𝐰𝐢𝐭𝐡 𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬 Instead of pushing their viewpoint, they invite you to arrive at the answer yourself. 👉 𝘌𝘹𝘢𝘮𝘱𝘭𝘦: “𝘞𝘩𝘢𝘵’𝘴 𝘵𝘩𝘦 𝘳𝘪𝘴𝘬 𝘪𝘧 𝘸𝘦 𝘬𝘦𝘦𝘱 𝘥𝘰𝘪𝘯𝘨 𝘸𝘩𝘢𝘵 𝘸𝘦’𝘷𝘦 𝘢𝘭𝘸𝘢𝘺𝘴 𝘥𝘰𝘯𝘦?” 🔹 2. 𝐓𝐡𝐞𝐲 𝐌𝐚𝐬𝐭𝐞𝐫 𝐭𝐡𝐞 𝐏𝐨𝐰𝐞𝐫 𝐨𝐟 𝐭𝐡𝐞 𝐏𝐚𝐮𝐬𝐞 A well-timed pause builds tension and makes your words land with more weight. 🔹 3. 𝐓𝐡𝐞𝐲 𝐒𝐩𝐞𝐚𝐤 𝐢𝐧 𝐒𝐭𝐨𝐫𝐢𝐞𝐬, 𝐍𝐨𝐭 𝐉𝐮𝐬𝐭 𝐅𝐚𝐜𝐭𝐬 Emotions outlast data. The best persuaders frame facts inside narratives that spark connection. 👉 𝘌𝘹𝘢𝘮𝘱𝘭𝘦: “𝘑𝘰𝘣𝘴 𝘥𝘪𝘥𝘯’𝘵 𝘶𝘯𝘷𝘦𝘪𝘭 𝘢 𝘱𝘩𝘰𝘯𝘦. 𝘏𝘦 𝘶𝘯𝘷𝘦𝘪𝘭𝘦𝘥 𝘢 𝘯𝘦𝘸 𝘸𝘢𝘺 𝘰𝘧 𝘭𝘪𝘧𝘦 — 𝘸𝘪𝘵𝘩 𝘯𝘰 𝘣𝘶𝘵𝘵𝘰𝘯𝘴.” 🔹 4. 𝐓𝐡𝐞𝐲 𝐌𝐢𝐫𝐫𝐨𝐫 & 𝐌𝐚𝐭𝐜𝐡 Top influencers naturally align their energy, tone, and gestures with others to create trust. 🔹 5. 𝐓𝐡𝐞𝐲 𝐂𝐫𝐞𝐚𝐭𝐞 𝐔𝐫𝐠𝐞𝐧𝐜𝐲 They don’t just explain “why”. They tell you “why now”. 👉 𝘌𝘹𝘢𝘮𝘱𝘭𝘦: “𝘌𝘢𝘤𝘩 𝘥𝘦𝘭𝘢𝘺 𝘨𝘪𝘷𝘦𝘴 𝘤𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘰𝘳𝘴 𝘢𝘯𝘰𝘵𝘩𝘦𝘳 𝘤𝘩𝘢𝘯𝘤𝘦 𝘵𝘰 𝘰𝘶𝘵𝘳𝘶𝘯 𝘶𝘴.” 🔹 6. 𝐓𝐡𝐞𝐲 𝐔𝐬𝐞 𝐭𝐡𝐞 𝐏𝐨𝐰𝐞𝐫 𝐨𝐟 “𝐁𝐞𝐜𝐚𝐮𝐬𝐞” People are more likely to follow a request when given a reason — even a simple one. 👉 𝘌𝘹𝘢𝘮𝘱𝘭𝘦: “𝘓𝘦𝘵’𝘴 𝘮𝘰𝘷𝘦 𝘧𝘰𝘳𝘸𝘢𝘳𝘥 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘵𝘦𝘴𝘵𝘪𝘯𝘨 𝘪𝘴 𝘢𝘭𝘳𝘦𝘢𝘥𝘺 𝘶𝘯𝘥𝘦𝘳𝘸𝘢𝘺 𝘦𝘭𝘴𝘦𝘸𝘩𝘦𝘳𝘦.” 🔹 7. 𝐓𝐡𝐞𝐲 𝐌𝐚𝐤𝐞 𝐒𝐚𝐲𝐢𝐧𝐠 “𝐘𝐞𝐬” 𝐄𝐚𝐬𝐲 Persuaders remove barriers. They make the first step feel effortless. 👉 𝘌𝘹𝘢𝘮𝘱𝘭𝘦: “𝘞𝘰𝘶𝘭𝘥 𝘺𝘰𝘶 𝘭𝘪𝘬𝘦 𝘵𝘰 𝘦𝘹𝘱𝘭𝘰𝘳𝘦 𝘵𝘩𝘦𝘴𝘦 𝘰𝘱𝘵𝘪𝘰𝘯𝘴 𝘵𝘰𝘨𝘦𝘵𝘩𝘦𝘳?” BONUS: 8. Tell your audience the story they would tell themselves. Which of these habits do you rely on most? Let me know below! ⬇ ♻️ Repost to help your network and follow me, Oliver Aust, to become a top 1% communicator.

𝐂𝐨𝐨𝐩𝐞𝐭𝐢𝐭𝐢𝐨𝐧 = 𝐂𝐨𝐦𝐩𝐞𝐭𝐢𝐭𝐢𝐨𝐧 + 𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧 Shared this #viewpoint approx. 4 years back and resharing it again as I firmly believe that there has never been a better time than NOW for competitors (direct and indirect) to collaborate for a better outcome. The rationale for my argument is based on the following 🔥 #Technological advancements: By pooling resources and expertise, financial institutions can develop cutting-edge solutions more efficiently. 🔥 #Regulatory pressures: Increasing regulatory requirements and compliance costs make it beneficial for financial institutions to share the burden of developing and implementing #compliance systems 🔥 Modern consumers demand seamless, #integrated financial experiences. Collaboration between different types of financial service providers can create more comprehensive and user-friendly solutions. 🔥 The rise of #openbanking regulations in many countries encourages data sharing and #interoperability, creating a natural environment for cooperation among financial institutions. 🔥 #Cybersecurity threats and the growing sophistication of #cyberattacks makes it crucial for financial institutions to share information and best practices to strengthen the overall #security of the financial system. 🔥 #Fintech #disruption for the bigger good. Traditional financial institutions can benefit from partnering with fintech startups to gain access to #innovative technologies and #agile methodologies, while startups can leverage the established #infrastructure and customer base of larger institutions. 🔥 Addressing environmental, social, and governance (#ESG) concerns requires industry-wide cooperation to develop standards and implement #sustainable practices. 🔥 Collaborating on #data sharing and analytics can lead to more accurate risk assessments, #fraud detection, and personalized customer experiences across the industry. 🔥 Shared infrastructure and services can help reduce #operationalcosts for all participants, allowing them to focus on core competencies and #innovation These factors collectively create an environment where #cooperation among #competitors in the financial services sector can lead to mutual benefits, improved customer experiences, and a more resilient financial #ecosystem The current landscape presents unique opportunities for #coopetition that may not have been as apparent or feasible in the past.

𝙀𝙫𝙚𝙧 𝙬𝙤𝙣𝙙𝙚𝙧𝙚𝙙 𝙝𝙤𝙬 𝙨𝙪𝙗𝙩𝙡𝙚 𝙡𝙖𝙣𝙜𝙪𝙖𝙜𝙚 𝙥𝙖𝙩𝙩𝙚𝙧𝙣𝙨 𝙘𝙖𝙣 𝙞𝙣𝙛𝙡𝙪𝙚𝙣𝙘𝙚 𝙮𝙤𝙪𝙧 𝙨𝙪𝙗𝙘𝙤𝙣𝙨𝙘𝙞𝙤𝙪𝙨 𝙢𝙞𝙣𝙙 𝙬𝙞𝙩𝙝𝙤𝙪𝙩 𝙮𝙤𝙪 𝙚𝙫𝙚𝙣 𝙧𝙚𝙖𝙡𝙞𝙯𝙞𝙣𝙜 𝙞𝙩? Before I learnt about presuppositions (linguistic assumptions), I was talking myself in a way that made me 🔸feel small 🔸feel bad 🔸feel unworthy. The first time they were used on me in a deliberate, directed way: 🔹I could focus attention clearly on what I wanted 🔹I felt more empowered 🔹It felt good! Assumptions cut both ways. They can be negative (Why am I so terrible) Or positive (How good did feel when I succeeded) But we shouldn't be unconscious about it. Unconscious self-talk, is filled with assumptions. "I can't handle it" "I'm struggling to stay afloat" show how we sink our boat without even leaving the shore. Attend to the assumptions in our language. Swap out the negatives. Here's a short list of 8 of them. 1️⃣Existence. These assume the existence of something or someone. e.g., "John realized that he could relax," it presupposes that John 'exists' and that he can 'relax'. 2️⃣Subordinate Clauses of Time These imply that one event will happen in relation to another (before, after, during, etc.). e.g. "Before you begin to relax, take a deep breath" presupposes that you will relax at some point. 3️⃣Ordinal Numbers These use words like "first," "second," or "another" to presuppose an order of events. e.g, "First, you’ll notice how relaxed you feel, and then you’ll begin to enjoy it even more" presupposes that both events will happen in sequence. 4️⃣Awareness Predicates These involve verbs like "know," "realize," or "aware," which presuppose a certain level of awareness or understanding. e.g., "You may not realize how quickly you're relaxing" assumes that relaxation is already happening. 5️⃣Change of State Verbs Verbs like "start," "stop," or "continue" are used to imply a change in condition. e.g., "As you start to relax..." presupposes that relaxation will occur. 6️⃣Adverbs and Adjectives Words like "easily," "deeply," or "quickly" presuppose qualities about an action. e.g., "You can easily enter a state of calm" implies entering calmness is not difficult. 7️⃣Exclusive/Inclusive Or The use of “or” creates a choice but presupposes that one of the options will occur. e.g., "Would you prefer to relax now or later?" assumes that relaxation will happen at some point. 8️⃣Cause and Effect This links two events with a cause-effect relationship using phrases like “because” or “so.” e.g., "Because you're listening carefully, you'll soon feel more relaxed" presupposes that listening causes relaxation. We all are using assumptions. But shouldn't we use them to create better Mental health? Culture? Life? What do you realize about your own inner programming? --- 𝘐'𝘮 𝘚𝘵𝘶𝘢𝘳𝘵 𝘛𝘢𝘯. 𝘙𝘦𝘢𝘥𝘺 𝘵𝘰 𝘤𝘳𝘦𝘢𝘵𝘦 𝘢 𝘧𝘶𝘵𝘶𝘳𝘦 𝘺𝘰𝘶 𝘥𝘦𝘴𝘪𝘳𝘦? 𝘋𝘔 𝘮𝘦 𝘵𝘰 𝘭𝘦𝘢𝘳𝘯 𝘩𝘰𝘸 𝘵𝘰 𝘣𝘦 𝘺𝘰𝘶𝘳 𝘣𝘦𝘴𝘵 𝘴𝘦𝘭𝘧!

“Build a competitive team!” Sounds like strong leadership advice, right? But most leaders miss the reality that internal competition might be quietly sabotaging your success. When team members compete against each other, you create silos, mistrust, and burnout. The worst part? You might not notice until it’s too late. There's a better way, Collaborative Competition, or as I call it, Co-opetition. It’s when team members push each other to be better, without stepping on each other. It’s performance with mutual respect and shared goals, not ego-driven rivalry. Co-opetition says: “If we support each other, we all win.” Instead of celebrating lone stars, you build high-performing systems, where: It’s about: ✅ Sharing knowledge, not hoarding it ✅ Challenging each other with respect, not rivalry ✅ Celebrating team wins over individual ego When you build a culture that rewards only individual wins, you risk breaking the very foundation of team trust. But when you create a space where collaboration fuels ambition, you unlock a force that’s far stronger than competition. Ask yourself as a leader: Are you building a culture that divides? Or one that unites? #Leadership #BusinessCoaching #Coopetition #TeamCulture #Collaboration #GrowthMindset #BusinessGrowth

#ThrivingToGetWorkDone Post 5 of 9: Aligning Interests and Incentives; Creating Win-Win Situations Aligning interests and incentives is crucial when collaborating with people who don’t directly report to you. It helps to ensure that everyone has a stake in the outcome and is motivated to contribute effectively. Here are two short use cases on how to activate this skill in routine work within the hospital industry: Use Case 1: Aligning Incentives for a New Patient Safety Initiative You’re leading a hospital-wide initiative to reduce patient falls. To ensure buy-in from various departments like Nursing, Housekeeping, and Rehabilitation Services, you propose an incentive program. “For every month that we achieve a 10% reduction in patient falls, the department with the most effective safety measures will receive recognition at our monthly staff meeting, along with a small budget for team development activities.” By aligning the incentives with the goal, you encourage all departments to actively contribute to patient safety, creating a shared sense of responsibility and motivation. Use Case 2: Aligning Interests in a Hospital Outreach Program In another scenario, you’re working on a community outreach program to increase health awareness. You recognize that different departments have varying interests, so you align them by saying, “Our goal is to reach 1,000 community members through this program. For every department that contributes significantly—whether by providing medical expertise, organizing events, or managing logistics—we’ll highlight your department’s efforts in our annual report, which is shared with our board and stakeholders.” By aligning their interests with the broader hospital goals, you ensure enthusiastic participation across the board. #My2Cents: Aligning interests and incentives ensures that everyone is working towards the same goals with the same level of enthusiasm. When people see how their contributions lead to mutual benefits, collaboration becomes natural, and success becomes shared. These posts aim to invoke a better overall environment by sharing practical ways to enhance workplace collaboration and productivity. How do you align interests and incentives in your workplace? Share your strategies in the comments! #Leadership #Teamwork #WorkplaceCulture #Incentives #HealthcareLeadership #ThrivingAtWork #Collaboration #HospitalAdministration

Sales and marketing leaders try to fix misalignment with more meetings, shared KPIs, and new tools.  Yet, nothing changes.  • Sales ignores marketing’s leads.   • Marketing says sales isn’t following up.   • Revenue targets are missed.  Most alignment strategies fail because they focus on 𝘀𝘆𝗺𝗽𝘁𝗼𝗺𝘀, 𝗻𝗼𝘁 𝗿𝗼𝗼𝘁 𝗰𝗮𝘂𝘀𝗲𝘀.  • If sales and marketing have competing incentives, alignment will never stick.   • More meetings don’t fix structural gaps or broken handoff processes.   • Technology won’t solve misalignment if teams don’t trust each other’s process.  What to do instead:  • Align sales and marketing on the same revenue goals.   • Replace “alignment meetings” with a joint go-to-market strategy.   • Fix execution first—"then find the right tech."  Alignment isn’t about more collaboration—it’s about 𝗳𝗶𝘅𝗶𝗻𝗴 𝘁𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺 𝘁𝗲𝗮𝗺𝘀 𝗮𝗿𝗲 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝗶𝗻.  Where do you see the biggest sales and marketing misalignment?

“Show outcomes, not outputs!” I’ve given (and received) this feedback more times than I can count while helping organizations tell their impact stories. And listen, it’s technically right…but it can also feel completely unfair. We love to say things like: ✅ 100 teachers trained ✅ 10,000 learners reached ✅ 500 handwashing stations installed But funders (and most payers) want to know: 𝘞𝘩𝘢𝘵 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘤𝘩𝘢𝘯𝘨𝘦𝘥 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘰𝘧 𝘢𝘭𝘭 𝘵𝘩𝘢𝘵? That’s the outcomes vs outputs gap: ➡️ Output: 100 teachers trained ➡️ Outcome: Teachers who received training scored 15% higher on evaluations than those who didn’t The second tells a story of change. But measuring outcomes can be 𝗲𝘅𝗽𝗲𝗻𝘀𝗶𝘃𝗲. It’s easy to count the number of people who showed up. It’s costly to prove their lives got better because of it. And that creates a brutal inequality. Well-funded organizations with substantial M&E budgets continue to win. Meanwhile, incredible community-led organizations get sidelined for not having “evidence”- even when the change is happening right in front of us. So what can organizations with limited resources do? 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝗲𝘅𝗶𝘀𝘁𝗶𝗻𝗴 𝗿𝗲𝘀𝗲𝗮𝗿𝗰𝗵: That study from Daystar University showing teacher training improved learning by 10% in India? Use it. If your intervention is similar, cite their methodology and results as supporting evidence. 𝗗𝗲𝘀𝗶𝗴𝗻 𝘀𝗶𝗺𝗽𝗹𝗲𝗿 𝘀𝘁𝘂𝗱𝗶𝗲𝘀: Baseline and end-line surveys aren't perfect, but they're better than nothing. Self-reported confidence levels have limitations, but "85% of teachers reported feeling significantly more confident in their teaching abilities," tells a story. 𝗣𝗮𝗿𝘁𝗻𝗲𝗿 𝘄𝗶𝘁𝗵 𝗹𝗼𝗰𝗮𝗹 𝗶𝗻𝘀𝘁𝗶𝘁𝘂𝘁𝗶𝗼𝗻𝘀: Universities need research projects. Find one studying similar interventions and collaborate. Share costs, share data, share credit. 𝗨𝘀𝗲 𝗽𝗿𝗼𝘅𝘆 𝗶𝗻𝗱𝗶𝗰𝗮𝘁𝗼𝗿𝘀: Can't afford a 5-year longitudinal study? Track intermediate outcomes that research shows correlate with long-term impact. 𝗧𝗿𝘆 𝗽𝗮𝗿𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗼𝗿𝘆 𝗲𝘃𝗮𝗹𝘂𝗮𝘁𝗶𝗼𝗻: Let beneficiaries help design and conduct evaluations. It's cost-effective and often reveals insights that traditional methods miss. For example, train teachers to interview each other about your training program. And funders? Y’all have homework too. Some are already offering evaluation support (bless you). But let’s make it the rule, not the exception. What if 10-15% of every grant was earmarked for outcome measurement? What if we moved beyond gold-standard-only thinking? 𝗟𝗮𝗰𝗸 𝗼𝗳 𝗮 𝗰𝗲𝗿𝘁𝗮𝗶𝗻 𝗸𝗶𝗻𝗱 𝗼𝗳 𝗲𝘃𝗶𝗱𝗲𝗻𝗰𝗲 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗺𝗲𝗮𝗻 “𝗻𝗼𝘁 𝗶𝗺𝗽𝗮𝗰𝘁𝗳𝘂𝗹”. We need outcomes. But we also need equity. How are you navigating this tension? What creative ways have you used to show impact without burning out your team or budget? #internationaldevelopment #FundingAfrica #fundraising #NonprofitLeadership #nonprofitafrica

Your investments could be shaping more than just your portfolio. What if every dollar you deploy could create a ripple effect of positive change? The cost of overlooking impact is higher than you think. According to the Global Impact Investing Network (GIIN), over 3,907 organizations currently manage $1.571 trillion USD in impact investing assets under management (AUM) worldwide, representing a 21% compound annual growth rate (CAGR) since 2019. Yet, this still accounts for only about 1% of total global assets under management, indicating a vast potential for growth. By not integrating impact considerations, investors may miss out on opportunities for meaningful change and long-term value creation. 7 Strategies to Align Investments with Purpose: 1. Define Your Impact Objectives ↳ Identify core values: Determine the social or environmental issues that resonate most with your mission. ↳ Set clear goals: Establish specific, measurable outcomes you aim to achieve through your investments. 2. Conduct Thorough Due Diligence ↳ Assess impact potential: Evaluate how prospective investments contribute to your defined objectives. ↳ Analyze track records: Review the historical performance of organizations in delivering both financial returns and positive impact. 3. Diversify Across Asset Classes ↳ Explore various vehicles: Consider equities, bonds, and alternative investments that align with your impact goals. ↳ Balance risk and return: Diversification can help mitigate risks while enhancing potential for impact. 4. Engage with Investee Companies ↳ Active ownership: Use your shareholder influence to advocate for sustainable practices. ↳ Collaborate on initiatives: Work with companies to develop strategies that enhance their social and environmental contributions. 5. Measure and Report Impact ↳ Utilize standard metrics: Adopt frameworks like IRIS+ to track and compare impact performance. ↳ Transparent reporting: Regularly disclose impact outcomes to stakeholders to build trust and accountability. 6. Stay Informed and Adaptable ↳ Monitor industry trends: Keep abreast of developments in impact investing to identify new opportunities. ↳ Be flexible: Adjust your strategies as needed to respond to changing social and environmental landscapes. 7. Collaborate with Like-Minded Investors ↳ Join networks: Participate in groups like the GIIN to share knowledge and resources. ↳ Co-invest: Partner with others to amplify impact and share due diligence efforts. Every investment is an opportunity to shape a better future. What’s one step you can take today to align your portfolio with your purpose? ♻️ Share this story with your network - let's spread inspiration far and wide! 👉 Follow Ben Botes for more insights on Leadership, Entrepreneurship and Impact Investment.

Monitoring, Evaluation, Results, and Learning (MERL) is more than a framework; it is a transformative approach that equips advocacy professionals with the tools needed to measure and demonstrate impact in a complex, evolving field. This document, CASPR Advocacy MERL Handbook, offers a structured pathway for implementing effective MERL strategies within HIV prevention research and beyond. By focusing on real-time insights and continuous learning, it enables advocates to optimize their strategies, engage stakeholders, and make data-driven decisions that reinforce the efficacy of their initiatives. Tailored to the unique challenges of advocacy in public health, this guide provides practical tools for tracking results, documenting successes, and enhancing accountability. It presents flexible MERL strategies adaptable to various contexts, emphasizing the need for a results-based culture to advance public health goals. Readers will find guidance on outcome measurement, participatory evaluation methods, and structured approaches like the Results Chain, SPARC, and the CASPR Outcomes Assessment Tool (COAT), each designed to capture both quantitative and qualitative impacts effectively. For professionals dedicated to advancing HIV prevention and health advocacy, this document is an essential resource. It bridges theory with actionable steps, fostering a deeper commitment to MERL as a foundation for sustainable and impactful advocacy. Through this guide, advocates are empowered to enhance program accountability, strengthen stakeholder engagement, and drive measurable change in public health.