SMCs Approach To Stakeholder Profiling


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Stakeholder Profiling Analysis Explained by Saunders-McDermott Consulting

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SMCs Approach To Stakeholder Profiling

  1. 1. Stakeholder Profiling Analysis Explained
  2. 2. Stakeholder Analysis Process Stakeholder Analysis Profile Types Perceptions Behaviour Key Influences
  3. 3. Most Common ‘Profiles’ in Australia Loyalist Passive & Sceptics Analytical (Profile 6) (Profile 9) All or Nothing (Profile 7)
  4. 4. What Makes Them Tick? Loyalist Sceptics - Profile 6 • Focused on watching for the hidden motives of others - to ensure their own safety and security • Seek relationships with organisations that promise protection - to which their response will be loyalty and duty • Tend to be wary of authorities - will either submit to those they trust or challenge head on those they don’t • Are suspicious of those they have to trust - especially those closest to them
  5. 5. What Makes Them Tick? Loyalist Sceptics (Cont) • Have a problem with trusting long-term plans - and programs • Will willingly follow a charismatic leader • If an information vacuum is created - they will fill it themselves • Crave certainty - as well as predictability and consistency
  6. 6. What Makes Them Tick? Passive - Profile 9 • Will focus on avoiding conflict - by accepting the wishes of others and forgetting their own point of view • Are able to see all points of view • Will postpone change for as long as possible - to avoid the anger and separation that often accompanies change Analytical - Profile 9 • Focused on observing and collecting powerful information - which they can then use to give their own position credibility
  7. 7. What Makes Them Tick? All or Nothing - Profile 7 • Want the organisation to ‘get on with it’ • Are personally assertive - use confrontation to get to the ‘truth’ • Want to hear about outcomes - not promises • Will seek to avoid failure - or being associated with failure at all costs • Do hold grudges - and will extract revenge for any perceived wrong doings by an organisation • Need collaboration - not competition • Follow vocal, natural leaders • Are drawn towards a solution - that best benefits them
  8. 8. Effectively Engaging Profile 6 Loyalist Sceptics - Profile 6 • Must be provided with rationale and logical explanations • Will not respond well to hyberbole - spin or emotion • Prefer to engage with people who they perceive are ‘taking the lead’ • Respond well to people who have a clear, established role of ‘authority’ • Need to be told what their role is in the process • Need clarity as to what is going to happen - when, where, how and why • Prefer to engage with people they perceive as professional and informed • Want information that is clear - and not vague in any way
  9. 9. Effectively Engaging Profile 9 Passive & Analytical - Profile 9 • Need to have specific actions confirmed to them – what is going to happen when, why, where and how • They need these actions to be constantly reconfirmed • Need to understand from the outset clear performance project / campaign goals • Have a tendency to focus on agreed milestones - as well as deadlines and timeframes, and whether they are being met • Need to be given time and space - if they are being asked to provide direct input, feedback or a specific response
  10. 10. Effectively Engaging Profile 9 Passive & Analytical (Cont) • Need to be given advance notice - and warning if content and information is to be communicated to them • Need to be engaged using brief, edited and to the point communications materials • Just because they remain silent - don’t make the mistake of interpreting this as a lack of response or agreement • Often they are agreeing or responding ‘on the inside’
  11. 11. Effectively Engaging Profile 9 Passive & Analytical (Cont) • Do not take it for granted that their verbal ‘yes’ - will translate into a positive attitudinal or behavioural response • Do not engage with people they perceive are being controlling or domineering - they want a collaborative and co-operative approach • Do not engage with people they perceive as being pretentious or pompous • Do not engage with people they perceive are trying to paint a pretty picture or falsely motivate or mislead them – this will be perceived as manipulative and the person doing the communicating will be seen as untrustworthy
  12. 12. Effectively Engaging Profile 7 All or Nothing - Profile 7 • Will engage with people who come across as being fully prepared at all times • Will engage with people who get to the key points and messages - as quickly as possible • If you make a promise to do something then you must do it – or you will lose their support and commitment • Do not respond well to ‘fluffy communication’ – must be avoided at all cost • Will not engage with people they perceive are trying to compete with them – want to collaborate with people • Need clear expectations and responsibilities – will not respond well to indiscernible boundaries that appear to drag on forever