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Beyond methodology managing stakeholders



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.



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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/