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You will never make it alone: How to successfully engage your stakeholders, 23 Mar 17 - Southampton

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You will never make it alone: How to successfully engage your stakeholders
23 Mar 17
Southampton
Laurence Davidson
APM Wessex branch

Published in: Business
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You will never make it alone: How to successfully engage your stakeholders, 23 Mar 17 - Southampton

  1. 1. You will never make it alone: How to successfully engage your stakeholders Laurence Davidson 23 March 2017
  2. 2. Laurence Davidson Director Complex To Simple www.cts-consul4ng.co.uk 07765 238703 Associa4on for Project Management Volunteer Insights™ Discovery Licensed Prac44oner Warwick Business School Execu4ve Coach Chartered Management Ins4tute Approved Centre hPp://www.linkedin.com/in/laurencedavidson
  3. 3. Stakeholder Engagement Focus Group Part of the APM People Specific Interest Group •  Encouraging practitioners across the project management community to make stakeholder engagement a higher priority How are we doing that? Our mission: §  Raising awareness –  Giving stakeholder engagement more attention at events –  Challenging the status quo §  Supporting practitioners –  Developing the APM stakeholder engagement website –  Making online resources accessible to all –  Building case studies and resources §  Sharing knowledge, tools & methods –  Forging links with SIGs, academia and industry bodies –  Signposting relevant research and development Learn more about stakeholder engagement: www.apm.org.uk/stakeholder-engagement
  4. 4. You will never make it alone •  How the workplace is changing •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming ra4onal and emo4onal concerns •  What stops us from engaging our stakeholders? •  Some common bad prac4ces •  A new App to help you save 4me and gain buy-in Agenda
  5. 5. You will never make it alone •  How the workplace is changing •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming ra4onal and emo4onal concerns •  What stops us from engaging our stakeholders? •  Some common bad prac4ces •  A new App to help you save 4me and gain buy-in Agenda
  6. 6. 1965 2015
  7. 7. Environment •  Increasing complexity •  Increasing globalisa4on •  Increasing automa4on •  Increasing connec4vity •  Increasing change People •  Increasing disloca4on •  Reducing availability? •  Increasing distrac4on? •  Declining ownership? •  Others? You will never make it alone How the workplace is changing
  8. 8. You will never make it alone . . . reducing availability?
  9. 9. . . . Increasing distrac4on?
  10. 10. You will never make it alone . . . declining ownership?
  11. 11. . . . Increasing indifference?
  12. 12. Alf Robens NCB You will never make it alone Fred Goodwin RBS Philip Green BHS Robert Maxwell MG What do they have in common? They showed Indifference
  13. 13. You will never make it alone
  14. 14. You will never make it alone
  15. 15. Indifference Disagreement Exclusion Inhumanity Hatred Respect Inclusion Agreement Good will Love Unawareness
  16. 16. Environment •  Increasing complexity •  Increasing globalisa4on •  Increasing automa4on •  Increasing connec4vity •  Increasing change People •  Increasing disloca4on •  Reducing availability? •  Increasing distrac4on? •  Declining ownership? •  Increasing indifference? You will never make it alone How the workplace is changing?
  17. 17. You will never make it alone •  How the workplace is changing. •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming ra4onal and emo4onal concerns •  What stops us from engaging our stakeholders? •  Some common behavioural paPerns •  A new App to help you save 4me and gain buy-in Agenda
  18. 18. Source: Newton’s 3rd Law of Mo4on 1636 You will never make it alone
  19. 19. •  We humans have an innate resistance to change •  Stakeholders’ understanding of the project is oben unclear •  They have differing expecta4ons and concerns •  They can genuinely forget what was originally agreed •  They can change their minds on what they want •  They may be indifferent to other stakeholders’ needs •  They are unaware of the amount of planning and effort involved •  They expect the project to be delivered ‘yesterday’ •  Some stakeholders have significant influence You will never make it alone Why do we need to engage our stakeholders?
  20. 20. You will never make it alone •  How the workplace is changing •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming ra4onal and emo4onal concerns •  What stops us from engaging our stakeholders? •  Some common behavioural paPerns •  A new App to help you save 4me and gain buy-in Agenda
  21. 21. I know something is changing I know what it is I know the implica2ons for me I’ll look at doing it the new way I’ll do it the new way This is the way we do things This is the way I do things Awareness Understanding Engagement Acceptance Commitment Internalisa4on Contact PreparaJon Phase Acceptance Phase Commitment Phase You will never make it alone Change Commitment Curve Source: Paterson - Connor
  22. 22. I’m not at all interested in change I don’t want to know what it is It won’t affect me I won’t listen to the ra2onal for change I’ll reject any request to change I’ll s2ck with my way I’ll sabotage the new way Indifference Denial Exclusion Rejec4on Defec4on Aliena4on Contact Denial Phase RejecJon Phase AlienaJon Phase You will never make it alone Change Aliena4on Curve Source: Davidson aber Paterson - Connor
  23. 23. You will never make it alone 1. The project team fails to make meaningful contact with stakeholders. They don’t engage them and consult them appropriately, failing to understand their needs and expecta4ons – segng up the project for failure Change Commitment Curve Six points of project failure
  24. 24. You will never make it alone 2. Having contacted stakeholders, we fail to create adequate awareness of the drivers for the change or the real benefits of the selected solu4on. Change Commitment Curve Six points of project failure
  25. 25. You will never make it alone 3. Stakeholders may be aware of the change that is to take place but fail to understand it fully – or worse, they misunderstand it. This leads to scep4cism, cynicism and rejec4on. Change Commitment Curve Six points of project failure
  26. 26. You will never make it alone 4. Stakeholders may understand the change but they may not like it. Their concerns may be perceived – i.e. emo4onal reasons linked to fear of change - or real concerns arising from genuine nega4ve outcomes for them or for people they care about. Change Commitment Curve Six points of project failure
  27. 27. You will never make it alone 5. Despite posi4ve percep4ons, the change may be rejected prior to commitment. This could be due to new constraints, shibing priori4es or a lack of organisa4onal will. Change Commitment Curve Six points of project failure
  28. 28. You will never make it alone 6. Commitment does not always lead to successful change, where the new ways of working become “The way we do things around here”. All sorts of failings – within the project and outside – can prevent the full benefits of the project being realised. Change Commitment Curve Six points of project failure
  29. 29. You will never make it alone •  How the workplace is changing •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming ra4onal and emo4onal concerns •  What stops us from engaging our stakeholders? •  Some common behavioural paPerns •  A new App to help you save 4me and gain buy-in Agenda
  30. 30. You will never make it alone 1.  IdenJfy 2.  Evaluate 3.  Map 4.  Plan 5.  Act 6.  Review Process Test Manager Rav Patel End User Group Rep Dave Waring Stakeholder Management
  31. 31. You will never make it alone 1.  Iden4fy 2.  Evaluate 3.  Map 4.  Plan 5.  Act 6.  Review Process Influence on the project H L + - Agtude to the approach/outcomes of the project Stakeholder Management
  32. 32. You will never make it alone Stakeholder Management 1.  Iden4fy 2.  Evaluate 3.  Map 4.  Plan 5.  Act 6.  Review Process Influence on the project H L + - Agtude to the approach/outcomes of the project
  33. 33. You will never make it alone Stakeholder Management 1.  Iden4fy 2.  Evaluate 3.  Map 4.  Plan 5.  Act 6.  Review Process Influence on the project H L + - Agtude to the approach/outcomes of the project
  34. 34. You will never make it alone Stakeholder Management 1.  Iden4fy 2.  Evaluate 3.  Map 4.  Plan 5.  Act 6.  Review Process Influence on the project H L + - Agtude to the approach/outcomes of the project
  35. 35. You will never make it alone Stakeholder Management 1.  Iden4fy 2.  Evaluate 3.  Map 4.  Plan 5.  Act 6.  Review Process Influence on the project H L + - Agtude to the approach/outcomes of the project
  36. 36. You will never make it alone Stakeholder Management
  37. 37. D V F R Source: David Gleicher D = Dissa4sfac4on with the current situa4on V = Vision of the change being planned F = First prac4cal steps towards implemen4ng the change R = Resistance to change - individual, team, organisa4on level You will never make it alone Change Readiness Formula
  38. 38. “I’m happy the way it is – no need to change” “The risks far outweigh the benefits” “We don’t have the skills to make the change” “It will involve too much resource” “We tried this before. I’m fed up with changes” “This is career-limi4ng for me, personally” “Can’t the changes be achieved gradually?” “My staff will leave if we make this change” “I would rather the cost be spent elsewhere” “The quality of our work will suffer” You will never make it alone D V F R + + + + + + - + - + - + + + + - + - - Change Readiness Formula
  39. 39. You will never make it alone •  How the workplace is changing •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming raJonal and emoJonal concerns •  What stops us from engaging our stakeholders? •  Some common behavioural paPerns •  A new App to help you save 4me and gain buy-in Agenda
  40. 40. Overcoming ra4onal and emo4onal concerns 1. RaJonal concerns You will never make it alone •  “I don’t understand the change and why it’s important” •  “I don’t know how it impacts on me and my team” •  “I don’t understand the benefits or see the value” •  “I’m concerned about the risks” •  “I dispute your research” •  “I don’t agree the priority for this” •  “I don’t agree your solu4on and approach” But gaining buy-in oben goes beyond being ra4onal . . . Most can be answered by explaining outputs of the project management process.
  41. 41. Overcoming ra4onal and emo4onal concerns 2. EmoJonal concerns You will never make it alone •  “My gut ins4nct says ‘no’” •  “It does not conform to what I have experienced” •  “I don’t really know you/trust you” •  “It weakens my posi4on” •  “I will lose control, resource, etc.” •  “I think this cuts across our values” Few of these concerns can be allayed by outputs from the project management process
  42. 42. Overcoming ra4onal and emo4onal concerns 2. EmoJonal concerns You will never make it alone •  “My gut ins4nct says ‘no’” •  “It does not conform to what I have experienced” •  “I don’t really know you/trust you” •  “It weakens my posi4on” •  “I will lose control, resource, etc.” •  “This really cuts across our values” a.  Mental paVerns --> intuiJve thinking b.  Mental paVerns --> blindspots c.  EmoJonal tags •  Uncertainty •  Perceived lack of autonomy •  Perceived loss •  Perceived lack of unfairness
  43. 43. Overcoming ra4onal and emo4onal concerns You will never make it alone
  44. 44. Overcoming ra4onal and emo4onal concerns You will never make it alone Aristotle’s three modes of persuasion
  45. 45. This ad is a good example of Logos as it has contrasted its features with a compeJtor This ad is an example of Logos as we see the factual features of the phone contrasted with a competitor. This ad is an example of Pathos because we feel sympathy with the sad looking dog. This ad is an example of Pathos because we feel sympathy with the sad looking dog. This ad is an example of Ethos as it has a famous person endorsing the coffee. Aristotle’s three modes of persuasion
  46. 46. 61,864,015 votes
  47. 47. You will never make it alone In preparing to engage a stakeholder, what can you strengthen? Ethos: •  Your credibility, authority, competence and personal style. Pathos: •  Your appeal to stakeholders’ hopes, fears and perceived loss. Logos: •  Your evidence, analyses, plans, reasoned conclusions.
  48. 48. Overcoming ra4onal and emo4onal concerns You will never make it alone TASK You are a project team and your Project Manager is soon to present your draa project definiJon to your Project Sponsor. Your goal is to gain sign off and agreement to proceed, plus anything more you can achieve. What might you usefully prepare for your PM to convey in order to influence a successful mee4ng?
  49. 49. Responsiveness LESS MORE Assertiveness LESS MORE MORE Responsive(people) LESS MORE Assertive (task) LESS MORE MORE People Styles Analy4cal (PM) •  Organised •  Calm •  Considered •  About Quality Amiable •  Collabora4ve •  Friendly •  Empathic •  About Rela4onships Expressive •  Intui4ve •  Open •  Passionate •  About Solu4ons Driver (PS) •  Quick •  Pushy •  Opinionated •  About Control Source: Boulton
  50. 50. Responsiveness LESS MORE Assertiveness LESS MORE MORE Responsive(people) LESS MORE Assertive (task) LESS MORE MORE Analy4cal (PM) Key Value: Delivering through quality thinking, structure and organisa4on OrientaJon: Thinking Timeframe: Past Amiable Key Value: Achieving through ensuring people are engaged and feel good about the process OrientaJon: Rela4onships Timeframe: Flexible Expressive Key Value: Achieving results through building alliances and crea4ng enthusiasm OrientaJon: Intui4on Timeframe: Future Driver (PS) Key Value: Achieving quick results through giving clear direc4on and overcoming obstacles OrientaJon: Ac4on Timeframe: Present Source: Boulton People Styles
  51. 51. You will never make it alone So, what are important personal qualiJes needed for effecJve Stakeholder Engagement? inclusive, respecrul, curious, open, empathic, opportunis4c, asser4ve, logical and clear . . . . and key Skills? listening & ques4oning, coaching, presen4ng, visioning, reasoning, influencing and nego4a4ng
  52. 52. You will never make it alone •  How the workplace is changing •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming ra4onal and emo4onal concerns •  What stops us from engaging our stakeholders? •  Some common behavioural paPerns •  A new App to help you save 4me and gain buy-in Agenda
  53. 53. Why don’t we engage stakeholders effec4vely? Personal view Our conscience You will never make it alone •  “I don’t have Jme” •  “My sponsor want’s the project started” •  “I don’t know who my stakeholders are” •  “And I don’t know most of them at all” •  “They are all so busy!” •  “I don’t want the inevitable conflict” •  “I don’t fully believe in the project” •  “I don’t believe in my own ability to do this •  “I don’t want them to change my plans” •  “I can’t go to them before I have my own plan” •  “I can’t trust my team with stakeholders” •  Just think of the delays and rework if I don’t •  Er . . . this is star4ng the project •  Well, I ought to find out – quickly •  Well, get to know them – and fast! •  We’re all busy! •  Not as much as the conflict if I ignore it! •  It’s ok to have my own concerns, isn’t it? •  Yep, I’m well outside my comfort zone. •  I hate it when their views differ from mine! •  I should involve them in the planning •  I must delegate or do it all myself!
  54. 54. You will never make it alone •  How the workplace is changing •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming ra4onal and emo4onal concerns •  What stops us from engaging our stakeholders? •  Some common behavioural paVerns •  A new App to help you save 4me and gain buy-in Agenda
  55. 55. Some common Behavioural PaPerns a.  The Exclusive Project Manager You will never make it alone
  56. 56. You will never make it alone Some common Behavioural PaPerns a.  The Exclusive Project Manager b.  The Unempowered Project Team
  57. 57. Team members, opera4onal specialists, business partners – anyone who is best suited to engage, based on the target Stakeholder’s . . . Situa4on Interest Specialism Experience Personal style Status You will never make it alone Who should engage? Some common Behavioural PaPerns a.  The Exclusive Project Manager b.  The Unempowered Project Team Be inclusive. Involve them in Stakeholder Engagement too!
  58. 58. You will never make it alone Some common Behavioural PaPerns a.  The Exclusive Project Manager b.  The Unempowered Project Team c.  The Distant Project Sponsor
  59. 59. You will never make it alone •  How the workplace is changing •  Why do we need to engage stakeholders? •  What causes resistance by stakeholders to commit to change? •  What can we do to influence our stakeholders? •  Stakeholder management process •  Overcoming ra4onal and emo4onal concerns •  What stops us from engaging our stakeholders? •  Some common behavioural paPerns •  A new App to help you save Jme and gain buy-in Agenda
  60. 60. My Top Ten Tips for engaging Stakeholders 1.  Establish your working rela4onship with your Sponsor (see checklist) 2.  Engage your project team! (see checklist) 3.  Iden4fy your project stakeholders (Stakeholder Management Process) 4.  Contact as many stakeholders as early as possible 5.  Gather your stakeholders’ independent views of your change proposal in terms of •  Business Value •  Business Risk •  Business Priority 6.  Seek and evaluate their Sugges4ons for refining your proposal 7.  Make them aware of other stakeholders’ views 8.  Create and develop a Project Brief, inclusively 9.  Think: Ethos, Pathos, Logos when preparing to meet your stakeholders 10.  Consider flexing your personal style (Insights™ Discovery) You will never make it alone
  61. 61. My Top Ten Tips for engaging Stakeholders 1.  Establish your working rela4onship with your Sponsor (see checklist) 2.  Engage your project team! (see checklist) 3.  Iden4fy your project stakeholders (Stakeholder Management Process) 4.  Contact as many stakeholders as early as possible 5.  Gather your stakeholders’ independent views of your change proposal in terms of •  Business Value •  Business Risk •  Business Priority 6.  Seek and evaluate their Sugges4ons for refining your proposal 7.  Make them aware of other stakeholders’ views 8.  Create and develop a Project Brief, inclusively 9.  Think: Ethos, Pathos, Logos when preparing to meet your stakeholders 10.  Consider flexing your personal style (Insights™ Discovery) You will never make it alone
  62. 62. You will never make it alone www.ideacheck.co.uk
  63. 63. CTS Limited, Braham Lodge, 31 Ray Park Avenue, Maidenhead, Berkshire, SL6 8DZ Tel. 01628 771960 www.cts-consulting.co.uk We find that . . . Change projects are often started before stakeholders’ views and concerns are sufficiently understood Stakeholders are often too busy to give much time to considering proposals for change Stakeholders’ early involvement in shaping a proposed change can build commitment and increase the chances of successful implementation Stakeholders’ concerns can be managed, well before becoming serious barriers to progress Nowadays, stakeholders are often many miles apart, even working in different countries and time zones Got a great business idea? So how do you quickly get people onboard? Know the feeling? You or a colleague has a great idea for a business change, like an improved process, a new service or a revised product. You need stakeholders’ early thoughts to shape your idea and gain their buy-in. But how can you easily do this, gauge their appetite for the idea and pinpoint where resistance lies? Not easy when everyone is so busy. Well, here’s a way you can quickly capture stakeholders’ views and judge the viability of your idea. IdeaCheck is a laptop and smartphone App that you and your colleagues can use to • Set out the idea and its potential value and costs • Seek the ratings and views of selected stakeholders on • the Benefits, Risks and Priority • how your idea can be developed further Once you have evaluated their feedback, IdeaCheck creates an editable Project Brief for those changes given the go ahead. The process is simple, inclusive, transparent and online! IdeaCheck helps you decide if an idea should be declined or proceed as a change project. Could IdeaCheck help your business better manage its ideas for change projects? To explore this further, call Laurence Davidson on 07765 238703 or via email at laurence.davidson@cts-consulting.co.uk To register, go to www.ideacheck.co.uk Propose Consult Collate Evaluate Refine Decline Proceed
  64. 64. 69 Wherever your people Whatever the 4me zone . . . Propose and develop your business ideas IdeaCheck
  65. 65. 70 This app enables you to •  Propose your idea to selected project stakeholders •  Engage them in evalua4ng its Value, Risks and Priority •  Capture their sugges4ons for developing your idea •  Evaluate their input and refine your idea •  Decide whether to Decline or Proceed as a project •  Edit the automated drab Project Brief - and publish! All before commigng costly 4me and resources IdeaCheck
  66. 66. Glossary of terms What do we mean by a Stakeholder? Any group or individual who leads, influences, or is affected by a business change
  67. 67. What do we mean by Stakeholder Management? The systema4c iden4fica4on, analysis, planning and implementa4on of ac4ons designed to engage stakeholders Glossary of terms

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