How do you ensure all your stakeholders are always kept informed on a regular basis?

I think the most important and first step here is to really understand who your stakeholders are, and what methods work best based on timezones, priorities, projects, etc.

As a product marketer, I typically find my stakeholders spread between 3 main groups - product, sales and marketing. Of course there are other stakeholders like program management, data teams, research teams etc - but I try to prioritize defining how I will manage my relationships with my core 3 internal groups.

With my marketing counterparts, it tends to be a bit easier - we sit in the same team meetings, we share tools, and there tends to be more visibility naturally, so that is supplemented with 1:1s where it makes sense.

With product counterparts, there tends to be a bit more to be done to build relationships. Historically we don't always share the same tools so documentation has been important as a source of truth between our teams. In the best case scenarios, its helpful to join specific meetings that help provide context, and leave room for feedback. And this is also supported through 1:1s where it makes sense.

On the sales side, finding meeting time can be harder when it means taking sales folks off the floor - so 1:1s may be less often, and we lean on asynchronous ways to share information, and plugging into existing channels where it makes sense.

These are just a few anecdotal examples, it really depends on your specific environment, but start with understanding your stakeholders and their needs and you can't go wrong.

Keeping stakeholders informed on a regular basis can involve a variety activities, including:

• Sharing updates in broader company forums (all hands updates, OKR updates, Slack / Teams / email updates)

• Regular syncs with key functional leaders 

• Regular syncs between product area owners 

• Documentation on ongoing trackers or project management tools

I rely on a mix of tactics. Sorry for all the acronyms, I did my best to spell them out as I know every company works differently.

• OKRs (Objectives & Key Results) Shared at the start of the quarter. I will proactively pull my OKRs out of wherever they're documented for the whole company (Lattice, Asana, slides, a doc etc.) for just myself / my PMM team specifically and share that with my cross functional stakeholders in 1:1s and review it live. This gives them a preview of "here's what I'm focused on for the quarter" so when I may have to say no to other priorities that come up throughout the quarter, its not a surprise. And as a nice hack for myself: As the quarter goes on, I usually link to relevant docs for each OKR so that when it comes time to do performance reviews, I remember what I've done!

• QBRs (Quarterly Business Review) Shared at the end of the quarter. If my key cross functional stakeholders do not attend my department's quarterly business review (a conversation about of what your team accomplished) then I will share them on the contents of my slides so they understand where we've been and where we're going.

• 1-1s, weekly or biweekly throughout the quarter: Obvious, but as a PMM you should have bi-weekly meetings with your product leaders, enablement leaders and DG or content leaders - at minimum. There are definitely others but depends on your business. If you're not using an AI note taking app (I love Granola!) - get one now. This has really transformed how present I can be in 1-1s without worry of jotting down to-dos.

• PMM or Product Newsletter, monthly/quarterly this is usually something I don't implement right away until I feel my team is in a rhythm. This is a great way to collaborate with product on the key pillars of the product strategy, the key features/projects that ladder up to them and key metrics to track. Depending on your goals, you can send it to the entire company, just GTM, just marketing etc. My big recommendation is to leave it open for comments, questions and input. Also, make it fun! It should not be a drag to read!

• Post Mortems: After a big, big project - launching a new product, new campaign, a product event etc. I always have a post mortem meeting for cross functionals where I prepare a deck in advance to talk about what worked , what didn't and key metrics we said we were going to track - and provide an opportunity for folks to weigh in and discuss.

Three key tips for keeping stakeholders informed effectively regularly include:

Establishing meeting rhythms to keep momentum: I’ve found that keeping stakeholders informed is all about building the right communication rhythms. For bigger launches or complex projects, I set up dedicated working teams that meet regularly—weekly or biweekly—to ensure alignment and momentum. It’s a great way to keep people engaged and address challenges early.

Tailoring updates to maximize engagement: One thing that’s worked well for me is creating a clear list of stakeholders categorized by their role in the project: who needs to be informed, who needs to be involved, and who has final approval. This keeps communication relevant and ensures no one feels overwhelmed with unnecessary updates. Using a RACI framework (Responsible, Accountable, Consulted, Informed) helps me define these roles clearly and avoid confusion.

Continuous feedback to improve process: I also create a shared project workplan that lays out owners, timelines, and deliverables. Weekly updates are key for me—sharing highlights, blockers, and next steps keeps everyone aligned and focused. Once the project wraps, I make it a point to celebrate wins and run a retrospective to learn and improve.

Keeping stakeholders informed is about being proactive, consistent, and tailoring communication to their needs. I rely on a few key practices & frameworks and then tailor it to projects and the people involved.

1. Set a cadence and stick to it: For regular updates, I have a set rhythm—monthly newsletters for broad updates, bi-weekly syncs for core teams, and weekly Slack pings for fast-moving projects. People know when and where they’ll hear from me, which builds trust.

2. Tailor the message: "What does this person need to know to make better decisions or feel good about the decisions I've made. Not every stakeholder needs the same level of detail. For executives, I focus on high-level insights and big wins with as few words as possible. For the team in the weeds, it’s more about tactical updates and next steps.

3. Create simple, visual updates: I often use quick dashboards or one-pagers—no one has time to dig through dense slides. More is simply, not always helpful.

4. Ask for feedback: At the end of key campaigns or projects, I ask stakeholders, “Was this helpful? How could it be better?”

5. Stay approachable: I encourage impromptu questions, whether it's a quick Slack or a coffee chat. One VP once told me, “Your updates are great, but I really value being able to ping you for context.” Those informal moments often solve misalignments faster than any deck.
   

At the end of the day, the best communication is like good storytelling: clear, purposeful, and easy to follow. My goal is always to make it impossible for stakeholders to feel out of the loop.