A stakeholder analysis for managers; done with the people in and out of a department who most affect how change is carried out.

1. Culture Detractors and
Adders
Kris Mailepors
Northwestern Medical Center; Bushido Leadership, LLC
Kris@bushidoleadership.com
tw: @bushidoleader

2. 20yrs of Leadership Development Experience
One irrefutable lesson:
The most highly educated and meticulous workplaces have the
biggest leadership challenges
These are precision environments.
Is leadership a precision endeavor?

3. How do the Best Leaders Make Everyone Better?
What is the function of a leader in your environment?
How do they execute that function?
• A, B, C Players? Bring them up?
• This puts all people on the same track

4. Stakeholder Analysis Exercise
List in the table your 10 (or more) most influential players:
• Positively or negatively influence (…and?)
• Your direct reports, a peer, a lateral department point of contact
• Who is vocal?
• Who is gossipy?
• Who is central to having an impact on new things getting done

5. Stakeholder Analysis Exercise
Review the Levels (handout):
Level 1: Cynic, Downer, Misanthrope
Level 2: Doubter, Questioner, Pessimist, Challenger
Level 3: Generally positive, wants to be aligned. Some individual
barrier; political, operational, frustration with one person.
Level 4: Owners and Champions

6. Stakeholder Analysis Exercise
Put each influencer into a level.
1. It’s totally acceptable to there to be disagreement among this
assignment
2. It’s also okay for someone to bounce or lay on the border

7. This is your foundation for Difficult Conversations
It’s not about getting everyone to Level 1
What’s the conversation around someone in Level 1?
Level 2?
Level 3?
Level 4?

8. This is your foundation for Difficult Conversations
“We discussed these levels, and here’s why you landed here: (just
the facts, no generalizations, no vagueries, no opinions).”
“is this where you’d expect to be?”
“where would you put yourself?”
“what do we do from here…?”

9. This is your foundation for Difficult Conversations
Managers BURN THEMSELVES OUT on level 4.
It’s not about getting them on the bus
It’s okay to let them stay at the station “Just don’t slow this down”
Isn’t it true that for some people, you just don’t want them to stand in
front of the bus….

10. This is your foundation for Difficult Conversations
Managing Level4:
Thank them regularly for their support
Take their feedback on what the department does well, or could do
better
It’s okay to include them in more influential things (mentoring,
precepting, committees, etc)

11. This is your foundation for Difficult Conversations
Managing Level3:
• Similar to Level 4
• Similar treatment brings them up; overcomes that “thing” sticking in
their craw)
• If you cannot overcome their “thing(s)” let them know why. Top
talent can handle a “no” more than they can handle limbo or being
shut out.

12. This is your foundation for Difficult Conversations
Managing Level2:
• Actively try to capture department wins with them (things working)
• Actively capture and reinforce when they are GOOD organizational
citizens

13. This is your foundation for Difficult Conversations
Managing Level1:
• Resist the urge to make believers out of them
• Do you “manage out?”
• Every try “manage off?”
• Stop trying so hard to get them on the bus
• Just make sure they stop getting in front of it…leave them at the station
• “you don’t need to champion this, just please stop slowing it”