Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
TAMING TIGERS:
MANAGING
COMPLEX
STAKEHOLDER
ENVIRONMENTS
TODAY, WE ARE
HERDING TIGERS
WHO AM I?
• I have 3 stakeholders
– 2 daughters (19 yrs
and 22 yrs) and my
wife
• I have dozens of
stakeholders who I
work...
ALSO…
• I am a creative
technologist, artist,
facilitator
and digital strategist
• I work with social
change organizations
Our clients
WHAT WILL YOU LEARN
• IDENTIFY Different stakeholders
• Understand the principles that build
stakeholder management
PMP COURSE
[ ]MY FOCUS TODAY
highly improvisational:
coworking
8
The work world is changing
The world is more complex
We need a new framework to think about how
to manage. a mindset and worldview that helps
us to make be8er decisions
Managing for stakeholders is a
simple way to understand a
complex world
Turn to your neighbour -
How do you define a stakeholder in your
projects?
WHAT IS A STAKEHOLDER?
Stakeholders are the people that
can affect, or be affected, by the
achievement of a organization’s...
BUT HOW TO IDENTIFY
STAKEHOLDERS?
• Convene a diverse group of people and ask
them who is affected by the org and who can
...
PMP LANGUAGE
• Stakeholder defini/on
– Interest
– Involvement
– Impact
– Influence
– interdependency
• Stakeholder levels
– ...
“If I can look out through your
perspective and you through
mine, we may both see something
that we would not see alone.”
...
BUT WAIT, WHAT IS
STAKEHOLDER MANAGEMENT?
• It’s more than just one project
• It’s the worldview that managing all
stakeho...
JUST KEEP
THEM HAPPY?
• YOU CAN’T KEEP THEM
ALWAYS HAPPY
• YOU NEED TO HAVE A
CLEAR SENSE OF WHAT
YOU STAND FOR AND
HOW YO...
SHAREHOLDER = STAKEHOLDER?
• Shareholders are key stakeholders
• But maximizing value just for them is a
mistake
• You can...
PRINCIPLES
1. Stakeholder interests go together over time
– Finding intersections of interests leads to value
creation
– V...
PRINCIPLES
5. Actively engage stakeholders and manage
Relationships
6. Dialogue with stakeholders
7. Stakeholders are real...
OBVIOUS FACT
Creating value for stakeholders is
about understanding and
satisfying all their needs and
concerns
DON’T
• Keep them in the dark
• Ask for last-minute support
• Expect them to solve your problems
• forget that your projec...
Turn to your neighbour -
What is a story you have about stakeholder
management gone wrong?
WHAT GOES WRONG?
• Catastrophic failures for AN organization
• But for people…
• Anger, frustration, resentment
• People q...
MY STAKEHOLDERS
• In my top stakeholders, I had a newborn
duckling, a goldfish, a bear, and two 9gers
• What do I mean?
Phillip’s Field Guide to
Stakeholders
THE NEWBORN
DUCKLING
STAKEHOLDER: Has
never done this
before. They need
their hand held
through whatever it is.
Take time to educate
them. Offer additional
support, and
remember they will
grow and remember.
THE FORGETFUL GOLDFISH
STAKEHOLDER: These
stakeholders can never
remember what they
agreed to, or what was
said. They come...
Write everything
down and
document all
decisions. Send
minutes to them
and keep all
documents in a
central locale.
Meet pr...
THE BEAR
STAKEHOLDER: This
stakeholder is
straightforward and
has much of the
institutional
knowledge. They are
powerful a...
These are allies if
treated well. Respect
and honour their
memory. Ask about it
and bounce ideas off
them. DO NOT
SURPRISE...
THE TIGER STAKEHOLDER: Proud,
majestic, and wise, these are the most
important ones as they are effective and
powerful, bu...
Ally with them and acknowledge all requests.
Keep them forefront in your mind. They might be
indifferent. Ensure you keep ...
THE RAVEN
STAKEHOLDER can be
tricky, but also is smart
and courageous. They
are aligned to what’s
best for them.
Make clear what’s good
for the org. is good for
them. Don’t try to
bafflegab them, they
are too smart. They act
independen...
THE SALMON
STAKEHOLDER:
Powerful swimmers
upstream even in the
most major current.
Not a lot of initiative,
but amazing co...
Ensure they have
the right work to
do. They will get it
done despite
obstacles.
THE BEAVER
STAKEHOLDER:
Obviously hardworking.
Key is to focus their
work on what you need
done.
THE INDIRECT CRAB
STAKEHOLDER: You
are not allowed to talk
to the right people. You
aren’t able to figure out
what’s going...
Build rela*onships
directly with this
person. Social
connec*ons preferably.
Set up opportuni*es to
support them bringing
i...
THE VANISHING
COUGAR
STAKEHOLDER: After
a strong start, they
disappear. You can’t
depend on them as
they just don’t show
u...
Ask them to honestly
assess their time.
Assign them to a more
advisory capacity. Often
they can be very helpful,
but only ...
THE SEAGULL
SHORT-TERM
STAKEHOLDER:
They come in for a
short time, fly around
and squawk orders and
then disappear again.
Super frustrating
Stakeholder as they are
not able to focus on
the work that has
happened.
Keep them overly
updated and as...
THE RHINO
STAKEHOLDER: They
are passive aggressive
or just aggressively
negative. It puts off the
entire team.
Acknowledge their
concerns, but clarify
that this is one
potential outcome. The
focus should be on the
positive outcomes f...
THE EXCITED SQUIRREL STAKEHOLDER:
They are extremely excited, but this leads to a
lot of activity, as opposed to work. Wel...
The challenge is to get to be excited in the right
direc2on. Match their excitement for when
they are doing the right thin...
THE BAT
(SH*T CRAZY)
STAKEHOLDER:
This one is nuts. Avoid
at all costs.
Very tough for you. This
type of person can
outright lie about
issues. Never
communicate alone
with this person.
Document ...
THE CONDESCENDING OWL
STAKEHOLDER: The tone is
horribly condescending and makes
you feel small. They feed off the
supposed...
The challenge is to get them to see your
expertise. My preference is to simply say
thank you, but at a certain point, be c...
THE BOSSY
HORSE
STAKEHOLDER:
They are always
telling you what
has to happen and
by when. Worse,
they don’t ever
seem to li...
Set clear limits of
how stakeholders
will work with your
team. Empower
your team to push
back. Ensure you
have roles defin...
Along with this Field Guide,
what else can you do?
WHAT WOULD I HAVE DONE DIFFERENT?
TAKE IT LESS
PERSONALLY
Thank you!
phillip@djwa.ca
Upcoming SlideShare
Loading in …5
×

of

Taming tigers: Managing Complex Stakeholder Environments Slide 1 Taming tigers: Managing Complex Stakeholder Environments Slide 2 Taming tigers: Managing Complex Stakeholder Environments Slide 3 Taming tigers: Managing Complex Stakeholder Environments Slide 4 Taming tigers: Managing Complex Stakeholder Environments Slide 5 Taming tigers: Managing Complex Stakeholder Environments Slide 6 Taming tigers: Managing Complex Stakeholder Environments Slide 7 Taming tigers: Managing Complex Stakeholder Environments Slide 8 Taming tigers: Managing Complex Stakeholder Environments Slide 9 Taming tigers: Managing Complex Stakeholder Environments Slide 10 Taming tigers: Managing Complex Stakeholder Environments Slide 11 Taming tigers: Managing Complex Stakeholder Environments Slide 12 Taming tigers: Managing Complex Stakeholder Environments Slide 13 Taming tigers: Managing Complex Stakeholder Environments Slide 14 Taming tigers: Managing Complex Stakeholder Environments Slide 15 Taming tigers: Managing Complex Stakeholder Environments Slide 16 Taming tigers: Managing Complex Stakeholder Environments Slide 17 Taming tigers: Managing Complex Stakeholder Environments Slide 18 Taming tigers: Managing Complex Stakeholder Environments Slide 19 Taming tigers: Managing Complex Stakeholder Environments Slide 20 Taming tigers: Managing Complex Stakeholder Environments Slide 21 Taming tigers: Managing Complex Stakeholder Environments Slide 22 Taming tigers: Managing Complex Stakeholder Environments Slide 23 Taming tigers: Managing Complex Stakeholder Environments Slide 24 Taming tigers: Managing Complex Stakeholder Environments Slide 25 Taming tigers: Managing Complex Stakeholder Environments Slide 26 Taming tigers: Managing Complex Stakeholder Environments Slide 27 Taming tigers: Managing Complex Stakeholder Environments Slide 28 Taming tigers: Managing Complex Stakeholder Environments Slide 29 Taming tigers: Managing Complex Stakeholder Environments Slide 30 Taming tigers: Managing Complex Stakeholder Environments Slide 31 Taming tigers: Managing Complex Stakeholder Environments Slide 32 Taming tigers: Managing Complex Stakeholder Environments Slide 33 Taming tigers: Managing Complex Stakeholder Environments Slide 34 Taming tigers: Managing Complex Stakeholder Environments Slide 35 Taming tigers: Managing Complex Stakeholder Environments Slide 36 Taming tigers: Managing Complex Stakeholder Environments Slide 37 Taming tigers: Managing Complex Stakeholder Environments Slide 38 Taming tigers: Managing Complex Stakeholder Environments Slide 39 Taming tigers: Managing Complex Stakeholder Environments Slide 40 Taming tigers: Managing Complex Stakeholder Environments Slide 41 Taming tigers: Managing Complex Stakeholder Environments Slide 42 Taming tigers: Managing Complex Stakeholder Environments Slide 43 Taming tigers: Managing Complex Stakeholder Environments Slide 44 Taming tigers: Managing Complex Stakeholder Environments Slide 45 Taming tigers: Managing Complex Stakeholder Environments Slide 46 Taming tigers: Managing Complex Stakeholder Environments Slide 47 Taming tigers: Managing Complex Stakeholder Environments Slide 48 Taming tigers: Managing Complex Stakeholder Environments Slide 49 Taming tigers: Managing Complex Stakeholder Environments Slide 50 Taming tigers: Managing Complex Stakeholder Environments Slide 51 Taming tigers: Managing Complex Stakeholder Environments Slide 52 Taming tigers: Managing Complex Stakeholder Environments Slide 53 Taming tigers: Managing Complex Stakeholder Environments Slide 54 Taming tigers: Managing Complex Stakeholder Environments Slide 55 Taming tigers: Managing Complex Stakeholder Environments Slide 56 Taming tigers: Managing Complex Stakeholder Environments Slide 57 Taming tigers: Managing Complex Stakeholder Environments Slide 58 Taming tigers: Managing Complex Stakeholder Environments Slide 59
Upcoming SlideShare
What to Upload to SlideShare
Next
Download to read offline and view in fullscreen.

0 Likes

Share

Download to read offline

Taming tigers: Managing Complex Stakeholder Environments

Download to read offline

Do you have complex stakeholder relationships? I've worked with many organizations to help them with this. Here's a presentation I gave at BCIT that has a fun approach to stakeholder relations.

Related Books

Free with a 30 day trial from Scribd

See all
  • Be the first to like this

Taming tigers: Managing Complex Stakeholder Environments

  1. 1. TAMING TIGERS: MANAGING COMPLEX STAKEHOLDER ENVIRONMENTS
  2. 2. TODAY, WE ARE HERDING TIGERS
  3. 3. WHO AM I? • I have 3 stakeholders – 2 daughters (19 yrs and 22 yrs) and my wife • I have dozens of stakeholders who I work for
  4. 4. ALSO… • I am a creative technologist, artist, facilitator and digital strategist • I work with social change organizations
  5. 5. Our clients
  6. 6. WHAT WILL YOU LEARN • IDENTIFY Different stakeholders • Understand the principles that build stakeholder management
  7. 7. PMP COURSE [ ]MY FOCUS TODAY
  8. 8. highly improvisational: coworking 8 The work world is changing
  9. 9. The world is more complex
  10. 10. We need a new framework to think about how to manage. a mindset and worldview that helps us to make be8er decisions
  11. 11. Managing for stakeholders is a simple way to understand a complex world
  12. 12. Turn to your neighbour - How do you define a stakeholder in your projects?
  13. 13. WHAT IS A STAKEHOLDER? Stakeholders are the people that can affect, or be affected, by the achievement of a organization’s core purpose
  14. 14. BUT HOW TO IDENTIFY STAKEHOLDERS? • Convene a diverse group of people and ask them who is affected by the org and who can affect it • People will easily identify and prioritize stakeholders • Challenge is that often, orgs will not listen to critical groups
  15. 15. PMP LANGUAGE • Stakeholder defini/on – Interest – Involvement – Impact – Influence – interdependency • Stakeholder levels – Unaware – Resistant – Neutral – Supportive – leading
  16. 16. “If I can look out through your perspective and you through mine, we may both see something that we would not see alone.” - Peter Senge http://www.solonline.org/?page=PeterSengebio
  17. 17. BUT WAIT, WHAT IS STAKEHOLDER MANAGEMENT? • It’s more than just one project • It’s the worldview that managing all stakeholders is key for increasing value in your organization
  18. 18. JUST KEEP THEM HAPPY? • YOU CAN’T KEEP THEM ALWAYS HAPPY • YOU NEED TO HAVE A CLEAR SENSE OF WHAT YOU STAND FOR AND HOW YOU ARE GOING TO MAKE STAKEHOLDERS BETTER OFF – (But tell bad news as soon as possible)
  19. 19. SHAREHOLDER = STAKEHOLDER? • Shareholders are key stakeholders • But maximizing value just for them is a mistake • You can achieve the same thing by Creating great products, having satisfied suppliers and engaged employees and being a good community partner • In other words, stakeholder management
  20. 20. PRINCIPLES 1. Stakeholder interests go together over time – Finding intersections of interests leads to value creation – Value creation is a joint process that makes stakeholders better off 2. We need to use simultaneous solutions for multiple stakeholders at Once 3. Everything we do serves stakeholders – don’t keep trading off interests 4. Act with purpose that fulfills commitment to stakeholders Freeman, R. Edward, Jeffrey S. Harrison, and Andrew C. Wicks. Managing for Stakeholders: Survival, Reputation, and Success. New Haven: Yale UP, 2007. Print.
  21. 21. PRINCIPLES 5. Actively engage stakeholders and manage Relationships 6. Dialogue with stakeholders 7. Stakeholders are real people – with real names, faces and children 8. Spend extra energy in understanding segments 9. Engage with primary and secondary Stakeholders 10.Monitor and redesign processes to get better Freeman, R. Edward, Jeffrey S. Harrison, and Andrew C. Wicks. Managing for Stakeholders: Survival, Reputation, and Success. New Haven: Yale UP, 2007. Print.
  22. 22. OBVIOUS FACT Creating value for stakeholders is about understanding and satisfying all their needs and concerns
  23. 23. DON’T • Keep them in the dark • Ask for last-minute support • Expect them to solve your problems • forget that your project success or failure reflects on them
  24. 24. Turn to your neighbour - What is a story you have about stakeholder management gone wrong?
  25. 25. WHAT GOES WRONG? • Catastrophic failures for AN organization • But for people… • Anger, frustration, resentment • People quit • Lose clients/suppliers/partners • Lose sleep
  26. 26. MY STAKEHOLDERS • In my top stakeholders, I had a newborn duckling, a goldfish, a bear, and two 9gers • What do I mean?
  27. 27. Phillip’s Field Guide to Stakeholders
  28. 28. THE NEWBORN DUCKLING STAKEHOLDER: Has never done this before. They need their hand held through whatever it is.
  29. 29. Take time to educate them. Offer additional support, and remember they will grow and remember.
  30. 30. THE FORGETFUL GOLDFISH STAKEHOLDER: These stakeholders can never remember what they agreed to, or what was said. They come back to the table with new demands, forgetting that they already accepted earlier requirements or try to reopen closed decisions.
  31. 31. Write everything down and document all decisions. Send minutes to them and keep all documents in a central locale. Meet privately and push for specific decisions
  32. 32. THE BEAR STAKEHOLDER: This stakeholder is straightforward and has much of the institutional knowledge. They are powerful and can contribute a lot. You do need to keep them up to date. Don’t surprise a bear.
  33. 33. These are allies if treated well. Respect and honour their memory. Ask about it and bounce ideas off them. DO NOT SURPRISE THEM. Keep them up to date always!
  34. 34. THE TIGER STAKEHOLDER: Proud, majestic, and wise, these are the most important ones as they are effective and powerful, but have a bite. Treated incorrectly, they can kill.
  35. 35. Ally with them and acknowledge all requests. Keep them forefront in your mind. They might be indifferent. Ensure you keep checking in. Don’t let them get “hangry.”
  36. 36. THE RAVEN STAKEHOLDER can be tricky, but also is smart and courageous. They are aligned to what’s best for them.
  37. 37. Make clear what’s good for the org. is good for them. Don’t try to bafflegab them, they are too smart. They act independently so make sure you check in often.
  38. 38. THE SALMON STAKEHOLDER: Powerful swimmers upstream even in the most major current. Not a lot of initiative, but amazing colleagues and workers.
  39. 39. Ensure they have the right work to do. They will get it done despite obstacles.
  40. 40. THE BEAVER STAKEHOLDER: Obviously hardworking. Key is to focus their work on what you need done.
  41. 41. THE INDIRECT CRAB STAKEHOLDER: You are not allowed to talk to the right people. You aren’t able to figure out what’s going on. This is a serious one because you can’t react.
  42. 42. Build rela*onships directly with this person. Social connec*ons preferably. Set up opportuni*es to support them bringing in the right people earlier than they want.
  43. 43. THE VANISHING COUGAR STAKEHOLDER: After a strong start, they disappear. You can’t depend on them as they just don’t show up. Until it’s too late.
  44. 44. Ask them to honestly assess their time. Assign them to a more advisory capacity. Often they can be very helpful, but only in advice.
  45. 45. THE SEAGULL SHORT-TERM STAKEHOLDER: They come in for a short time, fly around and squawk orders and then disappear again.
  46. 46. Super frustrating Stakeholder as they are not able to focus on the work that has happened. Keep them overly updated and ask them for negative option feedback “I’ll assume that you’re ok with this if I don’t hear back from you on X Day.”
  47. 47. THE RHINO STAKEHOLDER: They are passive aggressive or just aggressively negative. It puts off the entire team.
  48. 48. Acknowledge their concerns, but clarify that this is one potential outcome. The focus should be on the positive outcomes first. They also could be privately against the project, so find out by asking open-ended questions.
  49. 49. THE EXCITED SQUIRREL STAKEHOLDER: They are extremely excited, but this leads to a lot of activity, as opposed to work. Well- meaning. You can recognize this one from the frequency of emails they send.
  50. 50. The challenge is to get to be excited in the right direc2on. Match their excitement for when they are doing the right things. Set schedules for the basic work. If too many emails, slowing down the pace of communica2on can help restrict their excitement (but tell them).
  51. 51. THE BAT (SH*T CRAZY) STAKEHOLDER: This one is nuts. Avoid at all costs.
  52. 52. Very tough for you. This type of person can outright lie about issues. Never communicate alone with this person. Document religiously and use multi-party meetings to secure agreement. Ask other colleagues to do the same.
  53. 53. THE CONDESCENDING OWL STAKEHOLDER: The tone is horribly condescending and makes you feel small. They feed off the supposed superiority they have.
  54. 54. The challenge is to get them to see your expertise. My preference is to simply say thank you, but at a certain point, be clear that the behaviour isn’t acceptable. “I appreciate your expertise, but sometimes I can’t ask a question because I feel you don’t respect me. It feels condescending.” (Bring along support!)
  55. 55. THE BOSSY HORSE STAKEHOLDER: They are always telling you what has to happen and by when. Worse, they don’t ever seem to listen.
  56. 56. Set clear limits of how stakeholders will work with your team. Empower your team to push back. Ensure you have roles defined that limit interference.
  57. 57. Along with this Field Guide, what else can you do?
  58. 58. WHAT WOULD I HAVE DONE DIFFERENT? TAKE IT LESS PERSONALLY
  59. 59. Thank you! phillip@djwa.ca

Do you have complex stakeholder relationships? I've worked with many organizations to help them with this. Here's a presentation I gave at BCIT that has a fun approach to stakeholder relations.

Views

Total views

366

On Slideshare

0

From embeds

0

Number of embeds

202

Actions

Downloads

2

Shares

0

Comments

0

Likes

0

×