Evaluators are often stereotyped as technical experts who are "out of touch" with the human element of their work. While technical competence is essential, technical skills alone aren't enough to ensure your findings actually make a difference. To improve evaluation utilization, we must connect with our colleagues and stakeholders on a personal level.

When you build deep trust, you gain a better understanding of your colleagues' true intents, and they, in turn, become more willing to trust and act on your findings. Whether you are an independent consultant or an internal evaluator, these "soft" strategies will help you build stronger relationships and more impactful programs.

1. Let Your Work Lead the Way

The foundation of any professional relationship is trust in your competence. You build this "bedrock" by consistently delivering high-quality work.

• Develop clear, actionable evaluation plans.
• Deliver reports on or before the agreed-upon schedule.
• Ensure your analyses are technically sound and your findings are easy to understand.

2. Learn to "Manage Up"

If you only wait for instructions, you miss the chance to guide the process. "Managing up" means understanding your stakeholder's goals so well that you can forecast their needs before they do. When you anticipate challenges and provide solutions proactively, you become an indispensable partner rather than just a data vendor.

3. Connect in Real Time (IRT)

Evaluators are often introverts, but evaluation is a human-centered field. Whenever possible, meet in person. If you are traveling to a site, make time for a non-work activity like coffee or lunch. Some of the best insights come when you aren't explicitly talking about work. If meeting in person isn't possible, join virtual meetings in real time (IRT) to show your commitment and gain a deeper feel for the program’s culture.

4. Don't Ignore the "Small Stuff"

Personal connections are built on small, thoughtful gestures. Note important milestones like birthdays or project anniversaries. Sending a thank-you note or even a nerdy evaluation comic can subtly remind stakeholders that you care about them and their mission.

5. Be the "Bench Coach"

In baseball, the Bench Coach is the Manager’s primary sounding board, helping with tactical decisions and strategy. As an evaluator who likely supports multiple projects, you have a unique perspective. Use that experience to help your program managers lead through challenges.

6. Keep Your Eyes on the Big Picture

You are more than a "number cruncher" or "bean counter". Your ultimate goal is to help your stakeholders understand and improve their mission. When you help a program manager demonstrate their impact, you aren't just doing your job—you are helping them compete for the funding they need to grow. Their success is your success. This is often literally the case; when your program manager grows their program using your evaluation support, they often rely on you to help them with their expanded program.

About the Author:

Matt Feldmann is the Firm Director and Founder of Goshen Consulting, the Executive Director of STEMKAMP, and the founding president of the Evaluation Association of St. Louis.