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How can you communicate program status to stakeholders who are not interested in the details?

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As a program manager, you need to keep your stakeholders informed of the progress, risks, and issues of your program. However, not all stakeholders are equally interested in the details of your program. Some may only care about the high-level outcomes, while others may want to dive into the specifics of each project. How can you communicate program status to stakeholders who are not interested in the details? Here are some tips to help you tailor your communication to different stakeholder needs and preferences.

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1 Know your audience

Before you communicate program status, you need to understand who your audience is and what they expect from you. Different stakeholders may have different roles, responsibilities, interests, and concerns related to your program. For example, senior executives may want to know the strategic alignment, benefits, and costs of your program, while functional managers may want to know the impact on their resources, processes, and deliverables. You can use stakeholder analysis tools, such as a power-interest matrix or a RACI chart, to identify and prioritize your stakeholders and their information needs.

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Biana Babinsky

Product, Technology and Data Leadership | Program, Product Management and Operations
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Tell the audience what the audience wants to know. This means understanding who your stakeholders are, and communicating different things to different stakeholders, depending on what they want to know.

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Lindsay Pettai, CKM, A-CSM, CSPO

?? 3x Top LinkedIn Voice | Data ?? Governance Manager | Program Management | Project Management | Change Management PROSCI | Data Governance Leader | Senior Data Governance Manager | Data Governance Program Leader ??
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Picture this: preparing a program update is like planning a surprise party. For execs, I sprinkle strategic insights, benefits, and cost details – the glamour of the occasion. Functional managers get the backstage pass, diving into impacts on resources and processes. Using my trusty RACI chart, I align information to expectations, ensuring everyone receives their golden invitation to the grand reveal. This cheerful, tailored approach ensures that when the curtain rises, stakeholders are delighted, engaged, and ready to celebrate the program's success! ??

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2 Use the right format

Once you know your audience, you need to choose the right format for your communication. Depending on the stakeholder group, you may use different methods and channels to communicate program status. For example, you may use a dashboard, a report, a presentation, or a meeting to convey your message. You should also consider the frequency, timing, and duration of your communication. For stakeholders who are not interested in the details, you may want to use a simple and concise format, such as a one-page summary or a visual dashboard, that highlights the key information they need to know.

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Puneet Thakkar

Finance Transformation at Google
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Provide a concise, high-level summary focusing on key achievements, milestones, and overall impact. Use clear and non-technical language, supported by visual aids like charts or graphs for quick comprehension. Highlight the value and benefits without delving into intricate specifics, ensuring stakeholders grasp the program's progress and impact at a glance.

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Courtney M.

Engagement Director at Capgemini
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One page summaries are key for this situation. A 4-block chart is usually best to focus on an overview, risks/issues, accomplishments, and key upcoming milestones. Tailor the chart depending on your needs- funding and stakeholders are two additional possible blocks to include.

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3 Focus on the outcomes

Another tip to communicate program status to stakeholders who are not interested in the details is to focus on the outcomes of your program, rather than the activities or tasks. Outcomes are the results or benefits that your program delivers to the organization or the customers. They are usually aligned with the strategic objectives and the value proposition of your program. By focusing on the outcomes, you can show your stakeholders how your program contributes to the bigger picture and why it matters to them.

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Biana Babinsky

Product, Technology and Data Leadership | Program, Product Management and Operations
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Stakeholders are invested and interested in the outcome of the program. There could be more than one outcome; make sure to focus on the outcomes that are of interest to the audience that you are communicating to.

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4 Address the risks and issues

Even if your stakeholders are not interested in the details, they still need to be aware of the risks and issues that may affect your program. Risks and issues are potential or actual problems that may jeopardize the success or quality of your program. You should communicate the risks and issues that are relevant and significant to your stakeholders, along with the mitigation or resolution actions that you are taking or planning to take. You should also communicate the impact and implications of the risks and issues on the outcomes and expectations of your stakeholders.

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5 Seek feedback and input

Finally, you should seek feedback and input from your stakeholders when you communicate program status. Feedback and input are valuable sources of information that can help you improve your communication, as well as your program performance and stakeholder satisfaction. You should ask your stakeholders for their opinions, suggestions, questions, or concerns about your program status and how you communicate it. You should also listen to their feedback and input and respond accordingly. By seeking feedback and input, you can build trust and rapport with your stakeholders and foster collaboration and engagement.

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6 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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Dave Feineman
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You have a someone who will be impacted by a project, and still can’t prioritize hearing its status. You can therefore anticipate that their personality type will demand you be brief, be bright, and be gone- which says you keep the pile of project management deliverables in backup folder just in case you need them- and go into something akin to an elevator pitch. I personally think this works best as a short face to face meeting where you tell what the new is, why it matters to this stakeholder, make any requests for assistance and its timing that they can help with, agree any follow-up actions they want, and that’s all. If there is a deeper discussion needed- they’ll define the topics and when & how they want to followup.

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How can you communicate program status to stakeholders who are not interested in the details?

1

2

3

4

5

6

1 Know your audience

2 Use the right format

3 Focus on the outcomes

4 Address the risks and issues

5 Seek feedback and input

6 Here’s what else to consider

Program Management

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How can you communicate program status to stakeholders who are not interested in the details?

1

2

3

4

5

6

1 Know your audience

2 Use the right format

3 Focus on the outcomes

4 Address the risks and issues

5 Seek feedback and input

6 Here’s what else to consider

Program Management

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