• Save
Beyond methodology  managing stakeholders
Upcoming SlideShare
Loading in...5
×
 

Beyond methodology managing stakeholders

on

  • 181 views

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.

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.

Statistics

Views

Total Views
181
Views on SlideShare
176
Embed Views
5

Actions

Likes
0
Downloads
0
Comments
1

1 Embed 5

http://mindworksconsulting.blogspot.com 5

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Beyond methodology  managing stakeholders Beyond methodology managing stakeholders Presentation Transcript

  • Managing Stakeholders : Beyond Methodology Conference on Business Process Improvement and Transformation A presentation by ; Jamilah Haron Lean Six Sigma Master Black Belt jamilah.haron@gmail.com 21st March 2012
  • 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
  • A Change Management Model QxA=E Change Initiative Source : http://web02.corporate.ge.com/crotonville/catalog/wocapinf.htm
  • Refresher : Skill Set
  • 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
  • Basic Stake Holder Analysis Tools
  • 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
  • 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
  • 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
  • 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?
  • 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
  • Managing Upward : Building Rapport
  • Face to face communication is the best
  • 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.
  • Managing Upward : “Inside-Out Approach” of Managing Stakeholders
  • 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.
  • 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
  • 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
  • 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
  • Managing Downward: Communication Approach
  • 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.
  • 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)
  • 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”..one group after another.
  • 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.
  • References Kotter, John P, . Leading Change : Why Transformation Efforts Fail, Harvard Business Review, Jan 2007 http://hbr.org/2007/01/leading-change-why-transformation-efforts-fail/ar/1 Miles, Robert H, . Accelerating Corporate Transformations, Harvard Business Review http://hbr.org/2010/01/accelerating-corporate-transformations-dont-lose-your-nerve/ar/1 Thompson, Rachel , Stakeholder Analysis http://www.mindtools.com/pages/article/newPPM_07.htm http://projectmanagementtraininghull.webs.com/ http://www.dilbert.com/