Engaging Stakeholders:How to make your project, their project

Jill MalleckHR & Organization Performance

ConsultantEpiphany at Work

Stakeholder Definitions

Someone who has a share or an interest, as in an enterprise.

If you manage stakeholders

along the way, the momentum builds for a successful launch. You rally support, enthusiasm and buy-in, and you lower your project risks.”

Deanna S.

“In the early days I heard a lot

of – oh, you systems people. The operations side is nervous of we “systems people” – they expect we’ll wreck havoc on the business in the interest of technology.”

John H.

“Be aware that all this

interaction – about 50% of your time – is a way to breed change. When you engage people they will tell you stuff – and ask you for stuff in return.”

John H.

“No project runs smoothly. The

bumps are usually around the people resources. You need the courage to discuss and solve these issues.”

Maureen R.

“Building our credibility isn’t

something we spend a lot of time thinking about. You’re saying “trust me”, sometimes with a lot of money. Have you done your homework?

Lynn M.

“Each stakeholder will want to

talk about these 3 items: quality, schedule and cost. Figure out which angle they are coming from. Remember, you have no power. You have to value every stakeholder.”

Mary Ann M.

Pairs Activity

Collective Wisdom In this exercise, what did you re-learn

about engaging others?

At your table: In a project environment:

What helps? What hinders? 2 important things about engaging

stakeholders

What the Group said…

Hidden agendas cause stress

Engage early, and provide benefits

Pay attention to culture clashes

Talk in their language Know your stuff Understand why their

work is important Identify cheerleaders

and sponsors Identify competing

priorities

Clearly communicate goals Empathy Charismatic leadership Confidently address

concerns Don’t lay blame on the

previous PM Continuously communicate Identify decision-makers A good kickoff meeting

brings people together Feedback mechanisms –

dialogue Team chartering

Engaging Stakeholders1. Identify Stakeholders2. Alert Communications3. Become Credible4. Excite People5. Engaging Ways6. Courageous

Identify StakeholdersDecision-maker

Influencesdecision

Interested

Won’t impact

Some impact

Most Impact

Trust and Stakeholders

AG

RE

EM

EN

T

Goal congruency

Shared values &

traditions

POSITIVE PERSONAL CHARACTERISTICS

Competence, Caring, Courage, Composure

Low

High

High

Bedfellows Alliances

Adversaries Opponents

Visual Tool: Traffic LightTwo levels: Project Status Indicator Stakeholder Mood Indicator

Alert Communication Be adaptive Show and Tell or Build and Test Support leadership communication Watch for red flags: observe body

and tone; Recognize disengagement

Open space for concerns Healthy regard for pushback

Become Credible 2nd important Influence factor Get references Do your homework Never over-promise Be trustworthy Show your commitment Ensure support after implementing

Excite People Relate it to what they care about Be personally passionate Give tangibles Remember the non-financial

benefits Touch, taste, hear, to excite

imagination Let Stakeholders sell it too!

Engaging Ways Presentations replaced by working

sessions Wandering around Easy to talk to Listening with interest

Courageous Ask for authority and support Step in when you see it Be vulnerable and humble Escalate when necessary Be upfront and honest Declare how input is evaluated Declare risks and mitigation strategy Say “I don’t know”