Beyond methodology managing stakeholders


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Practical approach and fresh views from practitioners' perspective on how to manage stakeholder. This is a presentation at Marcus Evans' Conference on Business Process Improvement and Transformation.

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Beyond methodology managing stakeholders

  1. 1. Managing Stakeholders : Beyond Methodology Conference on Business Process Improvement and Transformation A presentation by ; Jamilah Haron Lean Six Sigma Master Black Belt 21st March 2012
  2. 2. Highlights of Presentation • An overview of basic model for change • A refresher on skills of leaders / project managers • Stakeholder and Basic Stakeholder Management Tools • Managing upward : Building rapport and “Inside-Out” approach • Managing downward : Communication Approach with the mass
  3. 3. A Change Management Model QxA=E Change Initiative Source :
  4. 4. Refresher : Skill Set
  5. 5. Some key skills and characteristics • A planner, be conscious of the milestone and yet able to execute well. • Follow up and follow through. • Flexible : Open eyes and ears for feedback . • Fine tuning some of the approach as necessary. Getting a job done : 20% intelligence, 80% emotional
  6. 6. Basic Stake Holder Analysis Tools
  7. 7. Who are Stakeholders ? • People who are affected by our work, who have influence or power over it, or have an interest in its successful or unsuccessful conclusion
  8. 8. Stakeholders Analysis • Identify key people who have to be won over Why? • The opinions of the most powerful stakeholders will shape our projects at an early stage. • Gaining support from powerful stakeholders can help us win more resources • To be able to anticipate what people's reaction to our project may be, and build into our plan the actions that will win people's support
  9. 9. Stakeholders Mapping - Prioritize , How to Treat Them • Monitor • Do not bore them with excessive communication •Keep these people adequately informed • Talk to them to ensure that no major issues are arising. • Put enough work in with these people to keep them satisfied • People we must fully engage • Make the greatest efforts to satisfy
  10. 10. Understanding Stakeholders Blockers or Critics, or Advocates and Supporters ? • Communicate ! What financial or emotional interest do they have in the outcome of our work? How to fulfil their needs ? What information do they want ? • Observe ! What motivates them most of all? Who else might be influenced by their opinions? Do these people become stakeholders in their own right? • Preferred communication mode : How do they want to receive information from us? What is the best way of communicating our message to them? • Perception : What is their current opinion of our work? Is it based on good information? • Strategize ! If they are not likely to be positive, what will win them around to support your project?
  11. 11. Stakeholder Analysis for Change Names Strongly Against (-2) Moderately Against (-1) Neutral (0) Strongly Moderately Supportive (+1) Supportive (+2) X ABC X DEF X GHI Action Steps • Initial Benefits presentation • Invite as Projects reviewer Seek favor of his favorite manager JKL MNO X PQR STU X VWY Current X Desired • Initial Benefits presentation • Invite as Projects reviewer •Head to Head invitation •Fortnightly update
  12. 12. Managing Upward : Building Rapport
  13. 13. Face to face communication is the best
  14. 14. One on one interaction with stakeholders : Building rapport • What is Rapport : Expressing from the heart, sending the message “we are alike”. • Careful that 70& of communication is through non verbal.
  15. 15. Managing Upward : “Inside-Out Approach” of Managing Stakeholders
  16. 16. Getting to know Stakeholders Personality style • This approach is recommended considering stakeholders are individuals with various personality and preferences. • This approach requires change agents to be mature and concerned on developing long-term professional relationships on top of driving transformation results.
  17. 17. Example of Inside-Out approach : Thinking Preference • This is an example of using thinking preference to understand ourselves and others. Such understanding will help us tailor our communication approach. Thinking Preference : Analyze Thinking Preference : Strategize How to communicate : Facts, figures How to communicate : Overview, vision, new ideas Thinking Preference : Organize Thinking Preference : Personalize How to communicate : Systematic, methodical, details How to communicate : People-related issues, feelings Source : Hermann Brain Dominance Instrument
  18. 18. Cluster at Each Quadrants and Preferred Tasks • Effort and observations in understanding stakeholders preferences enables better overview of stakeholder’s personality or preferred style • Change agents are able to adopt suitable communication style for greater impact in buy-in process. Source : Hermann Brain Dominance Instrument
  19. 19. Others Commonly Used Personality Assessment Models • Myer Briggs Temperament Indicator (Attitude, Perceiving, Judging, Life style) • Keirsey Temperament Sorter (Guardians, Idealists, Artisans, Rationals) • Big Five Profile (Openness , Conscientiousness, Extroversion, Agreeableness, Neuroticism) • These models just shows tendency/preferences. Our preference will change over time as influenced by our surroundings. • Regardless of models, change agents will benefits in understanding any of them as it will help in building rapport with stake holders
  20. 20. Managing Downward: Communication Approach
  21. 21. Reaching the mass • People must feel they are being heard, and they have an avenue to voice their views. (Even if we know they end up not asking any questions.) • A recommended approach is “town hall”. This could be a bi-monthly event with key people giving update of the change. • Chance for people to ask questions boldly. • This is where we discover influencers.
  22. 22. Varying the approach • Consistent communication in various format. • Strongly recommended to have a communication personin-charge in the project team.      Intranet Weekly Communication Visits Electronic newsletter Events (Launch, town hall)
  23. 23. Customizing the approach • Alternatively we can meet people in small group so that the “shy type” can be discovered and heard. • “Teh tarik session”, “sandwich session” group after another.
  24. 24. Key Take Away • Getting a job done : 20% intelligence, 80% emotional • Managing Stakeholder is essentially required at every phase of Change • Understanding stakeholder preferences helps build rapport and facilitate the buy-in process • Communication is key in maximizing acceptance to the changes that we introduced.
  25. 25. References Kotter, John P, . Leading Change : Why Transformation Efforts Fail, Harvard Business Review, Jan 2007 Miles, Robert H, . Accelerating Corporate Transformations, Harvard Business Review Thompson, Rachel , Stakeholder Analysis