How can you help a coachee balance competing stakeholder interests in strategic decision-making?

As a stakeholder centered coach, I believe in gaining different perspectives from my key stakeholders to decide on my goals and objectives not the other way around! So, I will be focusing and prioritizing my activities based on their needs, thus gain their alignment and support right from the beginning.

A consultant can help a client balance the competing interests of stakeholders in decision-making by clarifying the decision context. This involves a deep understanding of the objectives, values, and needs of each party. The consultant can facilitate meetings and work sessions to identify and prioritize each party's key interests. Additionally, they can use analysis and evaluation techniques to assess the potential impact of each decision on the involved parties. By clarifying the decision context and facilitating communication between parties, the consultant helps create a more collaborative environment and facilitates decision-making that fairly satisfies everyone involved.

Stakeholder mapping is the tool for this. Who is a champion, a decision maker, an influencer, a decider, a person impacted? I used this map before when navigating the sale of a large power plant. We mapped the organization of our client to the best of our knowledge. This needs not to be perfect at first because in putting it together, you will realize you have information gaps that will inform what actions/follow-ups/additional intel you need. You should mark each stakeholder as Promoters/Detractors/Neutral/ NA (Unknown). Laying this out in a PowerPoint or Word document is extremely helpful in evoking action and creating creative ways to influence people.

It's essential to help the coachee develop skills in conflict resolution and mediation, enabling them to navigate disagreements constructively, facilitate productive discussions, and foster a sense of collaboration among stakeholders to achieve strategic alignment and maintain long-term relationships.

To clarify the decision making context, consider quick online in-house survey. Such a survey could speed up data gathering do the stakeholders. Microsoft Forms has helped me data mine in the early stages and save time during the meetings. Summaries can be published and read to prepare for in-person meetings and interviews which can either give the ideas momentum or raise flags to redesign the strategy.

To balance competing stakeholder interests, leaders need to adeptly identify and evaluate options with a strategic, inclusive lens. Begin by mapping stakeholders’ interests and power dynamics. This understanding enables you to anticipate reactions and align interests where possible. Next, generate diverse options by leveraging cross-functional insights, ensuring a broad perspective is considered. Critically evaluate these options against key criteria: strategic fit, impact on stakeholders, feasibility, and risk. Prioritize transparency and communication throughout this process to build trust. Ultimately, decision-making should strive for sustainable, inclusive solutions that advance corporate goals while respecting stakeholder nuances.

There are numerous tools and techniques that we can pull from our took kits, but fundamentally this is a dynamic polarity to manage. Over emphasizing one of these "pairs" yeilds the downside of the other. Therefore you need to look at this as a fluid dynamic to manage over time. At times preferencing one over the other - always tracking the flow to recognize when you are getting out of "balance" - don't think of it as 50/50. It depends and, as i said, view it as a fluid dynamic.

En una sesión de coaching, lo importante no son las respuestas, si no las preguntas y poder guiar al coachee con interrogantes para que el logre identificar las alternativas de solución o posibles decisiones a tomar, fomentando la creatividad, retando lo establecido; por ejemplo: 1. Qué más nos falta por intentar? 2. Bajo este mismo escenario, que le recomendarías hacer a tu mejor colega? 3. Si no tuvieras límite en presupuesto o recursos que cosas diferentes harías? 4. Y si todo esto falla, cuál es tu plan B? 5. Cuál de todas estas alternativas es la mejor en relación costo-beneficio? 6. Imagina que debes empezar de cero, tienes una hoja en blanco, por dónde te gustaría empezar con este reto? 7. Que apoyo adicional requieres de mi?

As an executive coach i use brainstorming and personal SWOT and decision matrix. I help coachee to have a flexible road map. I Encourage my coachee to think creatively and explore unconventional solutions. Sometimes, the best options may not be immediately obvious, so fostering a creative environment can lead to innovative ideas. I ensure that the options generated align with the objectives and criteria previously identified. Each option should contribute to achieving the desired outcomes and meet the established criteria for success. Once all options have been identified and evaluated, i work with my coachee to prioritize them based on their potential to achieve the desired outcomes and align with the established criteria.

This aspect of managing competing stakeholder interests provides a fantastic opportunity to coach on the character strengths of creativity, perspective, fairness, and judgment. When identifying and evaluating options it’s key to avoid the traps of either/or and all/nothing. Options beyond the superficial may be evident on further reflection that can minimize conflict among stakeholders priorities. One aspect that is under appreciated in evaluations like this is time- some priorities may be served in the short term and others in the long term. If multiple stakeholders can be served over the course of time, it’s important to avoid evaluating the decision on only a short or long term basis. Win-win decisions are possible!

Engaging and communicating with stakeholders is pivotal in navigating complex decisions. As a leader, initiate open dialogues to understand their perspectives, values, and concerns. Use active listening and transparent communication to build trust. Clearly articulate the decision-making process, criteria, and potential trade-offs. Involve stakeholders in discussions where feasible, to foster inclusivity and collaboration. Regularly update them on progress and decisions, explaining the rationale behind choices made. This approach not only mitigates conflicts but also turns stakeholders into allies, creating a foundation for mutual respect and shared success in strategic endeavors.

So often, my executive coaching clients view presenting a decision, and then asking the team for questions, as the equivalent of engagement. They couldn’t be more wrong. If we want people to take full ownership of an outcome, we must be willing to give them an involved role in not only choosing the goal, but the primary process for delivering it, as well. This doesn’t mean putting every major decision to a vote, but it does mean communicating that the insights and perspectives at every level of the organization are vital to making the best final decision. Leaders can always gain compliance through their authority. But engagement, and full ownership, require involved participation at every level. No involvement, no commitment.

Start by identifying all stakeholders who are affected by or have influence over the decision. This may include individuals, groups, or organizations both internal and external to the company. Understand the needs, concerns, and influence of each stakeholder. This will help tailor communication and engagement strategies to effectively address their interests. I Work with my coachee to develop a stakeholder engagement plan. This plan should outline how they will consult, inform, involve, or collaborate with stakeholders at different stages of the decision-making process. i Consider the appropriate level of engagement for each stakeholder based on their importance and influence. I Help them develop strategies for managing disagreements

In my experience, communication is where everything breaks down. Whether somebody is concerned about needing to readjust the expectations of a stakeholder or set limits, speaking up and being clear about what is realistic and where compromise is needed can be quite difficult. This is where, taking the time to clearly identify what can be done, articulating the value proposition for each party, and mapping out, potential resistance becomes crucial. With this process the conversations are nearly always successful and smooth.

I Discuss the available options and feedback from stakeholders. Evaluate the trade-offs and implications of each choice. I Encourage my coachee to consider their intuition, values, and long-term vision in the decision-making process. I Assist my coachee in effectively communicating the decision to stakeholders. Clearly explain the rationale and benefits behind it. I Collaborate with my coachee to develop an action plan detailing tasks, responsibilities, resources, and timelines for implementing the decision. I Support my coachee in monitoring the implementation progress and making adjustments as needed. This ensures the decision is effectively executed and achieves the desired outcomes. I Offer ongoing support and guidance

I support my coachee in monitoring the implementation progress and making adjustments as needed. This ensures the decision is effectively executed and achieves the desired outcomes.

We place significant emphasis on stakeholder involvement in decision making and almost none in stakeholder execution. But without engaged, passionate execution, even the best decision will fall short of the results you want. Here are 3 keys: 1. Engage all levels in the decision of “how” an outcome will be achieved, especially the front line. Those closest to the work often have the deepest insights. 2. Keep score. Encourage each team to create a personally meaningful scoreboard to track their progress. 3. Recognize both effort and achievement. Anyone can celebrate completion, but the wisest know that performers need to be refueled during the race, not just at the finish line.

Empower your coachee to master the art of 'strategic empathy'—deeply understanding stakeholders' perspectives to anticipate their reactions and align interests. This nuanced approach not only navigates competing interests with finesse but also fosters a collaborative environment where stakeholders feel heard and valued, ultimately leading to more informed and cohesive strategic decisions.

I would ensure that the coachee recognizes that decision making has both factual (quantitative data, analytics, qualitative facts) and emotional (past experience, business judgment, conscious and unconscious bias, professional or even personal agendas). S/he must understand the landscape at hand and try as much as possible to leverage effective change management and influence techniques to appeal to both factual AND emotional sides of an issue and to try to drive leader alignment where decision making components best align with corporate strategy & customer objectives. Leveraging trusted techniques to drive breakthroughs: workshops, workout, design thinking and other tools to address both rational & emotional elements are helpful tools.

It isn't one thing, it isn't one skill, it isn't one smoking tactic or tidbit that will fully prepare a coachee to balance competing interests, because the necessary tools and strategies will change or need to be modified for each set of "players" involved. Therefore, the best thing that coaches can do is to help a coachee become aware of their specific strengths and liabilities as communicators, but more important as negotiators, with notable tact as a mediator sprinkled into the mix. And once that awareness is established, we as coaches can encourage, and hold the coachee accountable for taking the actions necessary to strengthen their skill set, capabilities, and knowledge in the above described areas. Teach a coachee to be strategic!

El sistema de objetivos individuales y por sector genera gran eficiencia en las organizaciones. Induce necesariamente a la negociación entre partes con intereses que aparentan ser opuestos: el área de finanzas quiere bajar el presupuesto en repuestos industriales en stock, mientras que el sector de mantenimiento aspiraría a tener excesivos repuestos disponibles para reparaciones. Para alcanzar el mejor acuerdo posible se deberán argumentar las posiciones individuales, pero desde el punto de vista que resguarde el bien superior del resultado global en tanto satisfacción de la demanda del cliente. En mi experiencia, he conocido posiciones que tienden al "egoísmo" que solo mira sus propios intereses. Es imperativo ampliar la perspectiva!