I will conduct one-on-one meetings with each stakeholder to understand their specific concerns, priorities, and preferred communication styles, using these insights to create personalized engagement strategies that align with their interests and schedules. I'll implement a structured stakeholder management plan that includes regular progress updates, clear decision-making frameworks, and specific touchpoints where their input directly influences program direction, making their participation both meaningful and valuable. To maintain momentum, I'll showcase tangible impacts of their involvement through data-driven success stories and facilitate collaborative workshops where stakeholders can actively shape program outcomes.

I prefer to create personalized impact experiences. Instead of reports, I conduct value sprints focused on challenges that matter to stakeholders, generating concrete results. I connect the program to each person’s personal goals, showing how their participation leaves a legacy. I use gamification to make engagement more dynamic, with "missions" and public recognition that highlight each person’s role. This way, I transform the program into a meaningful experience that creates real connection and demonstrates value.

Re-engaging disengaged stakeholders is like trying to reignite a fire that’s gone to embers—you need the right mix of air and fuel. First, I’d bring them back to the core purpose of the program, framing decisions in terms of outcomes that matter to them. A little storytelling helps too—showing how their involvement has (or could) lead to real impact. Then, I’d make it easier for them to participate: concise updates, focused meetings, and actionable decision points rather than vague status reports. By giving them a clear role and highlighting the value they bring, they’re more likely to see the program as something worth their attention, not just another meeting invite.

I help to re-engage the stakeholders by - keeping the goals of the project in line with their priorities, so they realize personal or departmental gains. - I also keep them actively involved and make them feel valued through regular updates, transparent communication, and collaborative workshops. By highlighting their contributions and showing how the project supports their objectives, - I ensure ownership and commitment to long-term engagement leading to a successful outcome.

From the perspective of a senior portfolio and program director, I can say that this does happen and it needs to be noticed and addressed early on as opposed to waiting because it will lead to the program’s poor performance, delays and resistance for approvals etc. The best way to navigate this is to proactively elicit the key stakeholders’ positions on various aspects of the program governance and other related areas that they perceive need improvement. When people feel their voices matter, they are much more likely and willing to be actively involved.