Stakeholder's made simple

This article is aimed at project management professionals, who will like to gain more clarity on the subject of stakeholder management.

Most of you are familiar with the stakeholder matrix which is designed to prepare the project team to manage the level of power/influence and interest each stakeholder has on the project. Whilst this is very prudent and shows a proactive attitude, which is very commendable; I have found that there is quite a lot missing from the discussions around this subject.

As a business analyst I have encountered a few challenges with stakeholders, some because the stakeholder is just not bought into the project, others, because I have relied on some of the so-called best practices, taught in management schools and typical project management books and videos. I will like to make it clear to you that there is no one size fits all approach for stakeholder management, but there are a few negligible truths that are not often covered in business schools or most project management classes because it is tacit, these lessons are often learnt through experience, but ill-communicated because most people only communicate explicit knowledge or recycled renditions of what they were taught on the subject. This has often meant that younger colleagues in the field have no clue when faced with stakeholder-related issues.

Who is a stakeholder?

Put simply, a stakeholder is anyone who holds a stake in your project, traditionally it does not include members of the solution development team, but I think this is an error, because how do you factor in the people who have the ears of the project sponsor or senior members of your organisation, how do you factor in the gym buddies. We often do not pay attention to some people we should indeed pay attention to and this is something that might definitely come biting when we don’t expect.

Some people to look out for

Who is insecure about their role: Anyone who believes your project might affect their role or highlight an area of deficiency that has been hidden might potentially pose a threat to your project. Keep your eyes and ears wide open for people like this. Highlight potential opportunities for training and benefits that might be commended to them for up-skilling.

Change-averse individuals: If you notice or have reason to believe that any individual who is directly or indirectly impacted by your project does not like change. Look for a way to obtain their buy-in by highlighting both the need for change and benefits of the change your project will make, but ensure that your eyes and ears are wide open to people like this.

Who just got promoted or newly employed: When people come into a new role or attain higher responsibilities within an organisation, often they are eager to please more senior levels or they’re inexperienced with the level of authority they just attained. Without adequate management, these individuals can actually wreak havoc on your project. Keep your eyes and ears wide open for people like this. If it is possible to stroke there ego’s and avoid confrontations with them do so.

Who has a relationship with key stakeholders outside work: Ensure you are aware of people who have relationships with your key stakeholders outside of work. Without adequate management these individuals can undermine your project especially if they are unfamiliar with any new processes you are introducing, spend a lot of time educating these individuals, it can help you obtain more favour and buy-in towards your project.

Who has been within the organisation for the longest time: This group typically wants to maintain status quo, they have a notion of the good old days, with this group spend time highlighting the fact that things have moved on, but this has to be backed up with facts they can see because they often won’t take your words for it. It is very important to have a good relationship with this group because they’re great at explaining the legacy systems you might be improving or replacing.

Who is impacted by your project: Last but by no means the least, who are (your users, customers, regulators, suppliers, competitors, etc)?

Stakeholders and what to expect from them

A technique I love to use and I believe will be helpful to you is STOP, it is a mnemonic that stands for;

S – Strategic

T – Tactical

OP – Operational

Strategic: This represents the heads of department, directors and other key senior leaders within your organisation. These guys often lead a very busy life and would only give you just enough time to clarify the vision of the organisation, project budget, and scope of the project. They might mention things once or in passing, ensure that you never ignore what they say, because the viability of your project may just about depend on it.

Tactical: This represents middle managers. These guys are concerned with performance, monitoring, and targets. They often report KPI’s to exec/ strategic level, therefore you have to verify and validate critical success factors (CSF’s) from this group. Also, maximise their experience when it comes to the templates you will use for various project deliverables.

Operational: In management, we refer to this group as floor staffs, it is with this group that most of us spend the most of our time; with this group, you have the opportunity to identify and explore key processes with the current system or operations. They’re also great at highlighting issues with the current state; they’re also the ones you need to tell you what they want in the future state.

Golden Nuggets?

The best way to manage your stakeholders is to look inwards, not at them; but at your own self. Man was not created to be manipulated, but we all can be influenced by characteristics that display honesty and genuine intent to want the good of all.

You must seek for ways to improve yourself especially in the area of communication because that is the currency for human interaction. If your communication isn’t clear, you will struggle to get the best out of people, as a matter of fact, the one sure way to disrupt any project or cause is to corrupt the communication; when people do not understand themselves failure is imminent, therefore you have to do all you can to improve your communication skills.

Blame yourself before any other person, as you point a finger at someone else at least three fingers point back at you.

Finally, you were given two eyes, two ears, and one mouth for a reason, it means you should listen and observe twice as much as you speak. The more you listen and observe a stakeholder the more you will understand and empathise with their point of view. When you understand their point of view, you will ask the right question and potentially this will lead to a more useful and value adding project.

Enjoy what you do; your energy will often add a positive flare that is infectious to your stakeholders, they might often feed off your energy, and this will only lead to a positive outcome if it is positive.

Keep up to date, readers are leaders if you have good knowledge within your subject area people often tend to trust you more; therefore read.

Thank you for reading please let me know your thoughts

Enjoy the rest of your day.

Mobu Eberendu CMgr MCMI?