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How do you get senior stakeholders to work together?

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Senior stakeholders are often the most influential and powerful people in any project or organization. They have high expectations, diverse interests, and competing agendas. Getting them to work together can be a daunting challenge, but also a key factor for success. In this article, you will learn some practical tips and strategies to manage senior stakeholder relationships and foster collaboration.

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Jerome Asiamah (ACIM)

Sales| CRM| Marketing| Customer Experience| Team Strategist| Process Enhancement| Fintech| Renewable Energy| CX &…
Sue Haswell

Training ★ Coaching ★ Psychotherapy (...and a Laughter Yoga Teacher - yes seriously!)
Ali Ahsan

| CEO @ A.A_Biz | B.A.M (Bizness Administration Management)

1 Identify and analyze your stakeholders

The first step is to identify who your senior stakeholders are and what they care about. You can use a stakeholder analysis tool, such as a power-interest matrix, to map out their level of influence and interest in your project or initiative. This will help you understand their motivations, expectations, and potential conflicts. You can also categorize them as supporters, neutrals, or resisters, and tailor your communication and engagement accordingly.

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Sue Haswell

Training ★ Coaching ★ Psychotherapy (...and a Laughter Yoga Teacher - yes seriously!)
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In my experience, helping them to reconnect with their core values in a very human way is useful. This means the stakeholders can be clear about why they built a connection with your organisation in the first place. And by regularly reminding them of their values (or auditing values) the organisation can be clear about how to keep them, and maintain their interest, and engage with their wealth of experience across the board.

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Sue Milne ACMA CGMA

Partnering with finance professionals and their teams to navigate change with confidence | Leadership Coach (ICF Accredited) | Mentor | Change Delivery
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Things that have worked for me in the past include: ?? As far as possible try to engage face to face, if you can't do this try to meet with them early on in the process so they feel heard and you can understand their perspective, how the change impacts them and what their concerns are. ?? Understand who in their team will be the point of contact day to day for the change. Make sure they're regularly updated and they feel heard. Prioritising this relationship will help influence how the senior stakeholder feels about the change. ?? Look at categorising using a RACI - Responsible, Accountable, Consulted and Informed. This will help you manage your time when large numbers of stakeholders are involved.

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2 Build trust and rapport

The next step is to build trust and rapport with your senior stakeholders. You can do this by being transparent, respectful, and responsive. Share relevant information, updates, and feedback regularly and proactively. Listen to their concerns, opinions, and suggestions, and acknowledge their contributions. Show that you value their input and expertise, and that you are committed to delivering results. Avoid surprises, excuses, or blame, and address any issues or risks promptly and professionally.

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3 Align on goals and expectations

The third step is to align on goals and expectations with your senior stakeholders. You can do this by clarifying the purpose, scope, and deliverables of your project or initiative, and how they align with the strategic objectives and priorities of the organization. You can also establish clear roles and responsibilities, milestones and deadlines, and success criteria and metrics. Make sure that everyone is on the same page and agrees on the desired outcomes and benefits.

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4 Involve and empower them

The fourth step is to involve and empower your senior stakeholders. You can do this by creating opportunities for them to participate and contribute to your project or initiative. You can invite them to join steering committees, working groups, or feedback sessions, and solicit their input and feedback on key decisions and deliverables. You can also delegate tasks or responsibilities to them, or ask them to champion or sponsor your project or initiative. This will increase their ownership, engagement, and satisfaction.

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5 Manage conflicts and expectations

The fifth step is to manage conflicts and expectations with your senior stakeholders. You can do this by anticipating and preventing potential sources of disagreement or dissatisfaction, such as conflicting interests, priorities, or agendas. You can also use effective negotiation, mediation, or compromise skills to resolve any disputes or issues that arise. You can also manage expectations by setting realistic and achievable goals, communicating progress and challenges, and celebrating wins and achievements.

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Jerome Asiamah (ACIM)

Sales| CRM| Marketing| Customer Experience| Team Strategist| Process Enhancement| Fintech| Renewable Energy| CX & Marketing Trainer| Contact Centre
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One way I have been able to manage conflicts and expectation of stakeholders is starting with engaging them informally to get/test their sentiments on your idea. I would give a hunch of my idea while we are having an informal conversation probably when we meet at lunch, an event or sharing pleasantries in the walkway. They would share concerns, react so you can factor that into preparing to share a formal proposal. You pre-empt their concerns and touch on their interests gathered informally.

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6 Leverage their influence and power

The sixth step is to leverage their influence and power to your advantage. You can do this by identifying and utilizing their strengths, resources, and networks to support your project or initiative. You can also ask them to advocate or endorse your project or initiative to other senior stakeholders, decision-makers, or influencers. You can also acknowledge and reward their support and collaboration, and show them the impact and value of your project or initiative.

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Ali Ahsan

| CEO @ A.A_Biz | B.A.M (Bizness Administration Management)
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In my experience people just need to be allowed to feel like their ‘true self’ most of the time. Mastering that is number 1 on my priority list. Once that comes, you can separate the wheat from the chaff. - A.A

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Sally Jackson

I aid professional overwhelmed women to navigate divorce & exit long-term relationships, strengthening their resilience, lowering costs, conflict and stress, so they can THRIVE post separation. | 1:1 Online Coaching |
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Is this only true for senior stake holders? I think this is how you get the very best out of your team members too! Build trust, set and align goals, empower, manage conflict, leverage their strengths and influence.

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How do you get senior stakeholders to work together?

1

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3

4

5

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1 Identify and analyze your stakeholders

2 Build trust and rapport

3 Align on goals and expectations

4 Involve and empower them

5 Manage conflicts and expectations

6 Leverage their influence and power

7 Here’s what else to consider

Senior Stakeholder Management

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How do you get senior stakeholders to work together?

1

2

3

4

5

6

7

1 Identify and analyze your stakeholders

2 Build trust and rapport

3 Align on goals and expectations

4 Involve and empower them

5 Manage conflicts and expectations

6 Leverage their influence and power

7 Here’s what else to consider

Senior Stakeholder Management

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