Stakeholder management presentation


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A presentation on how to run a stakeholder management workshop given to RMS Scotland in 2006, although dated the process is still relevant today

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  • Having heard Ewan’s stories from the trenches I’d like to talk to you about a practical process called Stakeholder Management which you can use to identify those relationships you need to develop and how to manage that process. I’ll talk briefly about why a Stakeholder Management approach is beneficial and then step you through the actual process in two parts. The overall objective is to have a clear vision of who your Stakeholders are, where you need them to be, and how you are going to get them there Part 1 looks specifically at identifying your Stakeholders what you want them to do for you. Part 2 is the action plan for how you will get them to do what you want them to do
  • Stakeholder management is critical to the success of every project in every organization. By engaging the right people in the right way in projects, you can make a big difference to their success. In all areas of business the work you undertake will affect more and more people. The more people you affect, the more likely it is that your actions will impact people who have power and influence over your work or team. These people could be strong supporters of the work - or they could block it. Stakeholder Management is an important discipline that is used to win support from others. Stakeholder Analysis is the technique used to identify the key people who have to be won over. You then use Stakeholder Planning to build the support that helps you succeed. Using the opinions of the most powerful stakeholders to shape your projects makes it more likely that they will support you and improves the quality of your project Gaining support from powerful stakeholders helps you to win more resources making it more likely your projects will be successful Communicating with stakeholders early and frequently ensures they fully understand your project and its benefits so they can support you actively when necessary You can anticipate what people's reaction to projects may be, and build into your plan the actions that will win people's support
  • Now consider the messages required to promote your initiative to your stakeholders. Explain hexies
  • Questions
  • this is where mapping turns into action …
  • Stakeholder management presentation

    1. 1. Developing Relationships Using aDeveloping Relationships Using a Stakeholder Management ApproachStakeholder Management Approach Records Management Society Scotland Group Meeting 21st March 2006 Speaker: Susan Mansfield
    2. 2. Overview Why undertake Stakeholder Management 1: Stakeholder identification and identification of desired stakeholder contribution and commitment 2: Development of an action plan to engage with your Stakeholders The objective is to have a clear vision of who your Stakeholders are, where you need them to be, and how you’re going to get them there
    3. 3. Why Undertake Stakeholder Management?  Initiatives fail without proper stakeholder management  People cannot ‘second-guess’ your intentions and impacts  People will second-guess consequences from their own perspective  Individuals and groups need to know  what will happen as a consequence of your initiative  why it will happen this way  when they can expect to see it happening  actions they need to undertake to support it  Stakeholder Management shapes your Communications planning  Stakeholder Management helps you to identify and manage risk  Stakeholder Management allows you to track and control your progress
    4. 4. Stakeholder Management Part One First you need to think about:  Who are the relevant stakeholders  Where they sit on your chart  Where you would like them to be in 12 months time  What you need them to do for you  What your key messages are
    5. 5. Step 1: Stakeholder Identification Generate a list of key stakeholders for your initiative, remembering they … are preferably individuals but may be groups can be internal or external can be affected by a small part or all of your initiative can impact a small part or all of your initiative can be formal or informal influencers may not know that they are connected to your initiative I A B C D E F HG
    6. 6. Step 2: Stakeholder Plotting Plot your list of key Stakeholders for your initiative in a chart, considering their level of influence in the organisation, and the support they currently show for your work … Consider actions as well as words Take an organisation-wide view as well as considering their relationship with you and your team Use a voting system to prioritise your stakeholders Level of Support LevelofInfluence
    7. 7. Indicators of Influence  Leadership qualities  Status and role in hierarchy  Intelligent  Articulate  Those with strong social networks  Access to Chief Executive/Managing Director  People with large teams  High delegated authority over budgets  People with relationships outside organisation – media, politicians, customers  Members of groups on ‘the management radar screen’  Difficult to manage mavericks  People with perceived expertise and credibility
    8. 8. Indicators of Support Positive Behaviours • Take steps to find out about your work • Get involved in the detail • Volunteer resources • Talk about your initiatives • Are prepared to take a lead by presenting or otherwise championing your project (especially in the face of opposition) • Mimic what is happening • Will give things up (like own project) • Give time to your project • Take accountability for delivering this for you • Prepared to be a lone voice in support Negative Behaviours •Don’t attend meetings •Claim already have leading practice and won’t share or compromise •Say ‘yes’ but then do nothing •Hide information •Pretend your initiative is not happening •Don’t take decisions •Offer hurdles and barriers (bureaucracy, say ‘we’re different’, keep asking for more evidence or clarification) •Say ‘yes’ to one audience but ‘no’ to others •Let others fight your corner when they should •Promote or sponsor ‘rival’ solutions or even ‘rival’ initiatives •Put it low on their priority list – don’t find time to meet you, don’t provide resources etc.
    9. 9. Step 3: Stakeholder Progression Consider whether you are happy with their position or want them to move … Where do you want the stakeholder to be within 6-12 months? Take an organisation-wide view, consider other relationships that will help you get there LR RS RF BJ AP ST Level of Support LevelofInfluence
    10. 10. Step 4: Building Key Messages Identify the blockers and benefits of your project to the stakeholders. Remember … Blockers are barriers to your initiative successfully moving forward Benefits are the enablers or good things to come our of your initiative By clustering them around a theme you will then be able to form key messages around the identified clusters Try to limit these to 5 or 6 key topics
    11. 11. Step 5: Stakeholder Action Planning Against each Stakeholder…  Document the impact of the initiative on them  Define the activities & behaviours you require them to undertake to support your initiative to completion  Consider the benefits and potential blockers coming from your initaitive that might affect the way your Stakeholders respond to your work  Outline actions you have to take to support each stakeholder S’holder Project Impact? Activities & Behaviours? Benefits? Blockers? Actions?
    12. 12. Review and Next Steps By now, you will have… I A B C D E F HG identified stakeholders developed the detailplotted your stakeholders We now need to use this information in stage 2 to support delivery of the initiative … built key messages
    13. 13. Break
    14. 14. Stakeholder Management Part Two In part two you get value from the work done to date Undertake stakeholder management planning Create a stakeholder communications plan Review and agree next steps
    15. 15. Step 6: Stakeholder Management Plan Project Title Stakeholder 1 Stakeholder 2 Stakeholder 3 Stakeholder 4 Stakeholder 5 Stakeholder 6 Stakeholder 7 Project Deliverable/Milestone March 05 April 05 May 05 June 05 July 05 August 05 Sept 05 Oct 05
    16. 16. Stakeholder Management Planning  Use your Stakeholder Management Plan to update your Stakeholder Chart …  And your Stakeholder Chart to review your Stakeholder Management requirements going forward  This information will enable you to identify specific Communications activities that you can undertake to support your plan  Progress and issues that arise from Communications and Stakeholder Management will inform your risk and issue management Project Plan X X X X
    17. 17. Step 7: Stakeholder Communications Planning The next step is to plan your communications by identifying:  The purpose and message you wish to communicate  The channel by which you will communicate the message  Who has responsibility for ensuring the activity takes place  The date the activity is to happen  The status of the activity
    18. 18. Stakeholder Communications Plan Date Audience Purpose / Message StatusChannel Responsible
    19. 19. Review and Next Steps By now, you will have… I A B C D E F HG identified stakeholders developed the detailplotted your stakeholders planned stakeholder interaction Planned communications built key messages
    20. 20. Next Steps Like any process this needs ongoing management  Be clear about who is doing what  By when  How you will monitor progress  Hold review meetings