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© 2010 by Stanford Advanced Project Management. All rights reserved.

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Build Winning Stakeholder Commitments

How to Earn the Trust of a Stakeholder


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Poll 1: How did you hear about today’s webinar?

• Received email from Stanford

• Received email from IPS

• Saw it listed on Stanford/SCPD web site

• Facebook or LinkedIn

• From a Co-worker

• Other


Asking Questions

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Meet Today’s Speakers

Thomas J. KosnikFenwick and West Consulting Professor

Stanford Technology Ventures Program

Management Science & Engineering

Carissa LittleDirector, Professional Programs

Stanford Center for Professional Development


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Our Agenda

1. How to Earn the Trust of a Stakeholder

2. Learning More

3. Q & A


How to Earn the Trust of a Stakeholder

Presented By

Tom Kosnik

Fenwick and West Consulting Professor


Stanford School of Engineering

This presentation and the Trust Spider are copyright of

Thomas J. Kosnik


Agenda

• Objectives

• Identify stakeholders for your project

• The Trust Spider

• Discussing trust priorities at beginning of project

• Assessing performance throughout the project

• Start Stop Keep: a tool for changing behavior to build trust


Objectives

• To introduce The Trust Spider: a tool that can be used to

establish trust and diagnose problems that are eroding trust

• To introduce Start Stop Keep: a tool for changing behavior

to close “trust gaps” and build greater trust


Non-team members

interested in or

having input in project

Identify the Stakeholders for your project

Project/program team

Suppliers

Clients,

Owners

End users

PM’s

manager

Internal and external

consultants

Shareholders

or investors

Mid-management

Community

Project

Manager

Upper

management

Government

Public-interest

groups


The Trust Spider

Empathy

Reliability

Competence

Chemistry/Sense of Humor

Communication

Responsiveness

Grace under

pressure

Perspective/Humility

Fairness

Vision

Entrepreneurship

Cooperation/

Commitment

Integrity

The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of

effective leaders. It has been used by hundreds of project teams


Mark the 5 qualities that are most critical to earn your trust. Compare with your Stakeholder

Empathy

Reliability

Competence


Communication

Responsiveness

Grace under

pressure


Fairness

Vision

Entrepreneurship

Cooperation/

Commitment



Integrity


Example: The top 5 qualities to earn Tom Kosnik’s Trust

Empathy

Reliability

Competence


Communication

Responsiveness

Grace under

pressure


Fairness

Vision

Entrepreneurship

Cooperation/

Commitment

Integrity

X

X

X

X

X



X


Example: Comparing The top 5 qualitiesof Tom Kosnik and his stakeholder

Empathy

Reliability

Competence


Communication

Responsiveness

Grace under

pressure


Fairness

Vision

Entrepreneurship

Cooperation/

Commitment

Integrity

X

X

X

X

X

X

X

X

X

X



X


Why is this exercise important?

• Different people have different priorities for what it takes to

earn their trust.

• Failure to communicate priorities at the beginning of a project

will likely lead to conflict and erosion of trust.

• By discovering the stakeholder’s priorities, a project manager

can ask:

• How can we best practice that quality on this project?

• What are examples of things that violate that quality?

• The project manager can communicate this to the team to

insure everyone understands.


Exercise: Identify the 5 qualities that are most critical to earn YOUR trust

Empathy

Reliability

Competence


Communication

Responsiveness

Grace under

pressure


Fairness

Vision

Entrepreneurship

Cooperation/

Commitment

Integrity




Exercise: Compare your top 5 five qualitieswith those of Carissa Little at SCPD.

Empathy

Reliability

Competence


Communication

Responsiveness

Grace under

pressure


Fairness

Vision

Entrepreneurship

Cooperation/

Commitment

Integrity

X

X

X

X

X




Poll 2: How many of the top 5 qualities to earn your trust

were the same as Carissa Little’s?

• 5

• 4

• 3

• 2

• 1

• 0


How to get feedback on performance to identify any critical “Trust Gaps”

1. Ask if there are any issues with integrity. If so, focus there first.

2. Ask the stakeholder to draw connected lines on the spider for

his/her assessment of your performance.

3. Fill out your own self assessment separately.

4. Compare notes. (See example)

5. Identify 1 or 2 critical “trust gaps” where your assessment of

your performance is higher than your stakeholder’s.

6. Use Start-Stop-Keep to document how you will close the trust

gap. Then follow up!


Stakeholder assessment of your performance

Empathy

Reliability

Competence


Communication

Responsiveness

Grace under

pressure

Entrepreneurship


Fairness

Vision

Integrity

Cooperation/

Commitment

X

X

X

X

X

X

X

XX

X

= My Top 5 trust qualities

= My stakeholder’s Top 5 trust qualities

= My assessment of my performance

= My Stakeholder’s assessment of my performance.

X

X


Your self-assessment of your performance

Empathy

Reliability

Competence


Communication

Responsiveness

Grace under

pressure

Entrepreneurship


Fairness

Vision

Integrity

Cooperation/

Commitment

X

X

X

X

X

X

X

XX

X





X

X


Compare notes. Where is the most critical“Trust Gap” in this example?

Empathy

Reliability

Competence


Communication

Responsiveness

Grace under

pressure

Entrepreneurship


Fairness

Vision

Integrity

Cooperation/

Commitment

X

X

X

X

X

X

X

XX

X





X

X


Use Start-Stop-Keep to give each other feedbackon specific things you can do to close any

Trust Gaps and to build greater trust

Start: Why?

Stop: Why?

Keep: Why?


Example: Start-Stop-Keep to close the Trust Gaps on communication

Start: Calling my cell and emailing me to let me know if you will be late for a meeting.

Why? I can warn other meeting members so they do not waste time. We can either start later –or start on time and put you later on the agenda.

Stop: Interrupting me when I am speaking.

Why? It makes us less effective in communicating, breaks my chain of thought, and makes me appear to others as weak and/or lacking in executive presence.

Keep: Having our weekly project status meetings.

Why? I want to know if project is on schedule and whether there are any obstacles your team is facing so we can deal with them.


Summary

• Use the Trust Spider at project start with various stakeholders.

• Ask each stakeholder for examples of good and bad

performance.

• Get your project team to do the Trust Spider, and look for

differences in “Top Five” across the team.

• Communicate your stakeholders’ “Top 5s” to your team.

• Monitor performance using Trust Spider.

• Use Start-Stop-Keep as a way for stakeholders to give specific

ideas on how you can close Trust Gaps and build greater trust.


Appendix: Behaviors related to the qualities

on each leg of the Trust Spider

Note: You can add, delete or modify the behaviors related to

each leg based on mutual understanding and agreement with

your stakeholders. The key is for you and your stakeholders to

have the same expectations about what demonstrates effective

performance that will build greater trust.


What Behaviors Are Related to Each “Leg” of theTrust Spider?


What Behaviors Are Related to Each “Leg” of the Trust Spider?


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Our Agenda

1. Build Winning Stakeholder Commitments

2. Learning More

3. Q & A


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Degrees, Certificates, Individual Courses

… to meet your education and schedule requirements

Stanford UniversityCurriculum and Research

Meeting education needs of technology professionals, managers and executives

Professional Education

Academic Programs


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Stanford University and IPS have created education

programs focused on improving strategic execution

• Directed by Professor Raymond Levitt, Civil and Environmental

Engineering

• Developed in partnership between SCPD and IP Solutions, LLC

• Meets the career-long education needs of professionals,

managers, and executives

Stanford Advanced Project Management (SAPM) Program


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Courses are available

at Stanford, online, and at work.

At Stanford

Come to Stanford to

engage with faculty and

network with professionals

from around the world.

Online

Self-paced, online courses

may be accessed anytime,

anywhere.

At Work

Courses can be offered

at your workplace for

your entire team and

customized to your

company.


Earn the Stanford Advanced

Project Management Certificate

•Leveraging the Customer Relationship

•Managing Global Initiatives

•Managing Without Authority

•Mastering the Integrated Program

•Project Risk Management

•The Strategic PMO: Projects to Enterprise

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Required Courses:

• Converting Strategy into Action

• Mastering the Project Portfolio

• Leadership for Strategic Execution

Elective Courses (select 3):

•Build Winning Stakeholder

Commitments (New – June 2011)

•Designing the Organization for

Execution

•Executing Complex Programs

•Leading Change from the Middle

•Leading Effective Teams


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2011 At Stanford Schedule

Pricing for on-campus courses (per course)

• Regular Tuition: $2,600

• Early Registration: $2,340

• March deadline- January 31

• June deadline - May 1

For more information:

Sarah Hughes, Client Services Manager

Toll Free +1.866.802.1152 Outside the US +1.650.736.0539

[email protected]

http://apm.stanford.edu


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Poll 3: What is your level of interest in the SAPM

certificate program?

• I would like to learn more about the program

• I am interested in attending a March or June on-campus course.

• I am interested in bringing the SAPM program in to my company.

• I am interested in attending courses online.

• I have already signed up for on-campus and/or online courses.

• Please have someone contact me about courses at my work site.

• I am not interested at this time.


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Our Agenda

1. Build Winning Stakeholder Commitments

2. Learning More

3. Q & A


40

Q&A

Thomas J. KosnikFenwick and West Consulting Professor


Management Science & Engineering

Carissa LittleDirector, Professional Programs



You may print a PDF of the

individual slides.

To do this, please select the

Handouts icon in the top

navigation bar.

This option will be available

throughout the webinar.

You may also print the slides to

PDF by clicking on the “Print to

PDF” icon located at the

bottom of your screen.

Printing Webinar Slides

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Thank You for Attending Today’s Webinar

Register early and save $250!


June 15 – 17, 2011

For more information:

Sarah Hughes, Client Services Manager

Toll Free +1.866.802.1152 Outside the US +1.650.736.0539

[email protected]

http://apm.stanford.edu

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