How can you manage competing stakeholder expectations in a consulting presentation?

I always research my stakeholders not just from their role perspective but also to know"who" they really are and what resonates with them. I use LinkedIn and Internet to do this research. It helps me identify WIFIM (What is in it for me ) for them and tailor the message.

I have a simple way of preparing for such presentations. Put yourself in their shoes and imagine what you would expect to hear. and then, work backwards to create the right communication structure, probably in story format.

My preference: ? If not all type of stakeholders will be in the same room—create a different presentation for each type of stakeholder taking into consideration their specific needs, wants, expectations, potential questions, and perspective shifts they need to be aware of. ? If they’re all in the same room—create one presentation and facilitate a discussion after: in small groups 1st (two rounds: one same type of stakeholders in each group, the other mix), then bring the key points into the large group. The presentation will focus on the bigger system (which includes all stakeholders and other relevant factors) and how the solution could affect the individual stakeholders, the relationships between them, and the big system’s objective.

The easiest way to lose a deal is to focus the presentation on your company's skills, past success, and prior projects. Instead, focus on the client's challenges, and look at the problem from their perspective.

Knowing full well how your stakeholders and sponsors operate allows you to drive the best outcome for all. Managing Consulting is not just the final presentation but also managing the outcome, getting your data points in line, testing the original hypothesis, and learning from every experience. I volunteer outside of consulting o get another perspective (try getting under the hood of volunteers as another lesson to see what makes them tick) to make a grounded outcome.

There are three possible goals for a presentation: 1) To sell – a product, service, concept, plan and/or your own competence and credibility. 2) To facilitate a decision or course of action. In this case, you are not selling one solution. Your goal is to help the decision-maker(s) formulate a decision or choose a direction. 3) To teach or instruct – to shift participants’ viewpoint or increase their knowledge level and/or confidence. Choose one of these goals before you create your presentation!

I always follow two goals: 1- Influential in creating a transformation in the way customers think and act 2- Being an inspiration for them to manage their lives optimally (both work and life in a balanced way)

I maintain notes from previous meetings. I go back through them to understand what has changed and what remains. I try to synthesize the previous points and use this to keep them engaged.

Start with a strong summary intro ONE SENTENCE statement that summarizes the situation, whether good or bad. “Today I plan to share the overall impact of increasing interest rates’ across departments and I hope this will lead to strategic discussions that we’ve never considered before.” I like this format, it explains the reason, says it involves the entire organization, suggests transparency, and more than anything says you’re OPEN to ideas.

No matter how great you think were during the presentation, there will not be alignment among all stakeholders--at least none of the deals I've been part of, from both sides as buyer and seller. It's the post-call debates and discussion, that consultants are not part of, that make or break the close of the transaction. So I like to have a de-brief with the project sponsor or champion, and try to get them to open up about objections and feedback raised after the call. I use that to help prime the communication channels, and to learn how to adapt the sales cycle.

If you’re curious how some top tier players achieve this, I highly recommend watching some sessions from the Milken Institute Global Conference. Their formula of engagement before, during, and after is perfection.

One thing I've found helpful over the years us to use NLP and body langauge observations in a presentation. Too many Consultants pander to the extrovert or vocal stakeholder and miss the introvert or reflective stakeholder. A balanced approach really works.

The article isn’t really addressing the question. What to do when clients/ stakeholders have competing priorities - In my experience, it’s tactical operations typically that is the cause for stakeholders to have competing priorities. Getting to how each stakeholder / stakeholder’s function supports delivering on higher org/ company mission, strategies and goals is going to be critical. Each stakeholder should be recognized for that contribution to achieving higher goals and impact of value. Typically, presenting assessment findings and recommendations that center on these elements removes the challenges that can arise from clients having competing priorities. It’s puts the focus back on value and impact which is how prioritizing works.

Make your voice presentation interesting & interactive by focusing on the modulation of the tone, speed, and inflection points to keep the audience engaged. Practice

Any initiative must align with end objective and strategy thereof. So any stakeholder expectations must be evaluated against the objective and strategy, and hence prioritized.

I will give them a workshop exercise in the areas that I have presented, so that they can practically "communicate" with their minds and feelings in the same area presented. Community Verified icon

When faced with stakeholders having competing priorities, solutions that cater to all are challenging. The key steps that always have helped me are: 1. Communicate: Engage in dialogue and host alignment meetings. 2. Identify Issues: Could you clarify your concerns and determine if conflicts or misunderstandings exist? 3. Prioritize: Assess priority impact and feasibility. 4. Find Mutual Solutions: Target approaches serving multiple needs; promote collective brainstorming. 5. Decision Criteria: Use objective benchmarks like ROI. 6. Update: Stay transparent about project changes. 7. Re-evaluate: Adapt to changing contexts. 8-10. Document, Manage Expectations & Consider Neutral Mediation when necessary.