3 ways to get what you want from your stakeholders
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My presentation from #DEX2018 - where I shared my tips on how to get the sign off you need and bring stakeholders with you on your journey! Featuring the stakeholder wheel of fire from Spark Trajectory aka Chris Tubb and Steve Bynghall, tips on finding your negotiating style from Tanya Tarr, and how to craft the emails that get the responses you need and get sign off on your content.
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3 ways to get what you want from your stakeholders
- 1. 3 tips to get what you want from your stakeholders LISA RIEMERS COMMUNICATIONS SPECIALIST @lisariemers
- 2. Identify your stakeholders WHO ARE WE TALKING ABOUT? @lisariemers
- 3. Who are your stakeholders? FORMAL GROUPS • Sponsors • Steering committee • Working group • Named content owners • “Official” Champions • Users INFORMAL GROUPS • Supporters • Personal network • Special interest groups… • And your most vocal detractors! @lisariemers
- 4. @lisariemers Informal map of stakeholders
- 5. With thanks to: SparkTrajectory Stakeholder Analysis wheel @lisariemers
- 7. Go where your people are: • Roadshows • Drop-in surgeries • Lunch-and-learn sessions • Department meetings • Operational forums • Regional conferences… @lisariemers
- 8. Start the conversation already IT’S NEVER TOO SOON TO START BUILDING RELATIONSHIPS IN YOUR ORGANISATION @lisariemers
- 9. Meet for coffee Be visible Have good meetings Work out loud CONTINUE CONVERSATIONS AND KEEP PEOPLE INFORMED @lisariemers
- 10. Engage with your allies FIND YOUR CHEERLEADERS @lisariemers http://battle-cats.wikia.com/wiki/Cheerleader_Cat_(Super_Rare_Cat)
- 13. Be a better listener • Listen to what someone tells you • Repeat back what they’ve said • See what happens next http://intranetnow.co.uk/speakers/#scott
- 14. Find common ground YOU MAY HAVE UNLIKELY GOALS IN COMMON @lisariemers
- 15. Craft the emails that get sign off @lisariemers
- 18. • Intranet update • Intranet content approval • Ready for launch? Intranet content update • Intranet content completes next week – reply by 24/06 @lisariemers
- 19. • Dear Jeff I’m sorry for the time it’s taken me to come back you.We’ve had a lot of challenges on the project…. • Dear Jeff We’ve been working hard and I’m delighted to be able to share our new content. @lisariemers vs
- 20. • Please could you review the attached and let me know if you are happy with it or have any changes to make to the content. • We’ve taken your feedback on board and I hope you’re as delighted with the new look, feel and content as we are. @lisariemers vs
- 21. • Please can you let me know if you have any changes by 24/06/18 so that we are able to launch final content for go-live on 26/06. • I hope you agree this is a big step forward for us - let me know if you have any major queries by 14/06/18. @lisariemers vs
- 22. • As part of our content review we’ve significantly reduced the content in your section. • This takes into account our new strategy and includes our new way of working. • The new tone of voice is in line with our new strategy. • Our new strategy shows that we will: • Be fearless in our tone • Demonstrate our skills through the simple language we use • This is the first step in improving our site and we will be able to revisit and improve this further in the future. @lisariemers vs
- 23. https://www.fastcompany.com/3069126/use-these-words-at-the-end-of-your-emails-to-increase-your-chance-of-getting-a-re “An expression of gratitude resulted in a 36% increase in average response rate. “Thanks in advance” scored highest, with a 65.7% response rate. “Thanks” got 63%, and “thank you” received 57.9%. 1.Thanks in advance 2.Thanks 3.Thank you 4.Cheers 5.Kind regards 6.Regards 7.Best regards 8.Best @lisariemers
- 24. In summary: •Map your stakeholders •Assemble your arsenal •Smooth the way for successful negotiations. @lisariemers
Editor's Notes
- I’ve worked in and around communications, intranets and digital projects for several years and I’ve spent a lot of time reflecting on what works well, what didn’t work so well, and what I’d do differently next time. Whether we like it or not, we all have to navigate organisational politics from time to time. I’m going to talk to you today about finding your fans, building your network of allies and making peace with your enemies, to try and find some common ground and get a better outcome for everyone.
- Take a few moments to think about the best person or group of people you’ve worked with on a project in the past. Take a few moments to think – who loves ya, baby? <play music> And also, while you’re there, think of one of your trickiest customers. They might have been your line manager, a member of your team, a key part of your project – or someone seemingly random with a vested interest in what it is you are working on. Something I’d like you to consider – how *engaged* were they in your project? How much input did they have regularly, or did they swing by at the end and cause a brick wall? Everyone stand up. Now, depending on how you want to play this (and who else is in the room!) either think about the best, or the most difficult person you’ve worked with. Were they one of your key stakeholders? And by that – I mean anyone with an interest – or stake – in what you do, or the project you’re working on. Stay standing up if you have – either now, or have used in the past – at least a list of key audiences. And who has mapped them before? If not a map of stakeholders for your project. Stay standing if the person you’re thinking of is/was on that list. Stay standing if they were part of your steering committee. And stay standing if they were the project sponsor, or CEO. I can see that some of you have done this before – but for others this might be new – I’ll share some ways you can do this.
- So thinking about the people you’ve worked with – where would they sit? There are lots of official/formal stakeholder groups – along with your informal networks. Here’s a typical list for a digital workplace project – though you could have other interest groups depending on your role/org. It’s pretty common to have a list of those stakeholder audiences. Whenever I’m setting up a project (or joining one) I like to map out the various stakeholder groups involved to help inform my comms (and work out who I need to target). You can do a first pass at this without meeting people in the wider project team, and add to it as your project continues.
- There are lots of frameworks you can use to map them out. This one is pretty subjective (to me) though when I first start on a new project, I like to have something like this, in my own sketchbook, rather than documented anywhere that is shareable. Or even work through one with your project team on a white board. Or you could write a list, with a key on it, or keep a spreadsheet, but be careful what personally attributable stuff you’re storing. I like to think of two particular groups – the ones who WANT to help you change, and the people who definitely DON’T want that – both have strong opinions and need work to help your project succeed and not get de-railed. So you’ve got the people involved because they HAVE to be, and the stakeholders that actively want to be – whether they agree with you or not. You want to find those unofficial champions – your informal network of people who will help influence the success of your project. I’ll talk a bit more about that later on. While I’m sure everyone’s worked with those people in the past who you cannot shake however hard you try, getting the most out of those engaged people, and channeling their energy, will help with the success of your project. Note, the champions here aren’t a formal “champion” role that has been assigned to them from above – they’re the people who ARE engaged, and positive about change. You’ll find these people on your travels, and you want to bring them with you on your journey. I’m going to talk a bit more about some of the ways I’ve found work to help win your detractors around.
- When considering a more formal model, I was recently in a workshop at the British Red Cross, led by Chris Tubb and Steve Bynghall, who showed this *amazing* wheel. I like to call it the Stakeholder Wheel of Fire, but that’s not it’s real name. It can be used in a more official context, to identify the relevant people across your organisation. When looking at the wheel, the closer someone is to the centre, the more engaged they are. Use this wheel when you are a little clearer about who your formal stakeholders are in an organisation, and how much they could/should be involved. Think about your most disengaged people – they might be way off the chart and across the stage. Using a diagram like this can help map the various audiences you have to speak to – and also identify the individuals in those teams. Also, depending on your organisation, you may not have people in each segment. You can then use it to inform your RACI model - Responsible – Accountable – Consulted – Informed – to show how much involvement they ought to have, and how to formally align your communications accordingly.
- Planning for any sort of project, but particularly the sort that involves organisational change or new systems, means you need to assemble your communications toolkit. Be prepared to go to war if you need to. Assemble your communications arsenal. Align your strategy. Different people respond to different types of information – and it’s helpful to have as many different types at your disposal. Get people involved in your vision Use storytelling to discuss current pain points. Use statistics if you have them – from within you org or your industry Build your war chest with all the materials you need. If you’ve worked in PR, you’ll know the importance of a robust Q&A. This is also super useful to have at your disposal if you struggle when you’re put on the spot – having thought through those sorts of Q&A will help you answer those questions – and if they’re published somewhere online, gives you somewhere to direct people to. Consider all the negative points of your project – and where possible get some approved answers from your steering committee to be able to tell a clear story. When looking at a new programme – whether it’s a new intranet, digital workplace or difficult PR situation, having a robust set of FAQS/presentations/materials will help you answer difficult questions – and/or reassure the organisation that you have thought of these eventualities.
- Get on the agenda to established meetings and bring the conversation to your stakeholders. Arranging meetings is tough enough as it is – get on THEIR agenda. Whether it’s the monthly HR meeting, quarterly operational forums or other department meetings, make contact with the organisers and see if you can get your project on the agenda. Getting a slot on someone else’s agenda is often much easier than inviting all the key people to your bespoke meetings. Use them as an opportunity to introduce your project, prepare some FAQs and offer the opportunity to ask any questions – along with extending an invitation to your own roadshows. Also, it might give you a bit more insight about what the priorities are for that part of the org if you’re able to see what’s really on the agenda. Something I’ve found that works well if you’re setting up introductions/an ice breaker – if you lead the way, you can model the behaviour that you want to see. So introducing yourself and giving the expected amount of info, is much easier for people to participate in than trying to start with a blank slate.
- It can be tempting to hold back, and wait until you are “ready” to take on the difficult challenges, with perfect communications. A couple of years ago I was listening with interest to talk on BBC Radio 4 about how the original peace talks were brokered for the Good Friday Agreement in Northern Ireland. What I found fascinating is how they described how the unofficial talks started several years before any official meetings were brokered. There were years of unofficial, informal talks, of getting to know the other parties involved. You might not *have* years to do this, but getting to understand who your stakeholders are – not just what their official requirements are, but more importantly what makes them tick, is vital, to improve the chances of success. Establish working relationships with people – early on in the process, to give you a head start.
- Be open, and prepared to listen. It can be tempting to hide away – particularly if you get unforeseen delays or are unable to move at a pace. Whether its face to face or maintaining a regular blog or newsletter, resist the urge to go to ground. Stay visible, and be open and honest, whether with your champions or detractors. When trying to get hold of some people to agree to meetings/sign off on things on a recent project at the British Red Cross, I found going for a walk, and stopping by peoples’ desks, was a really good way of getting their attention. Even if you don’t actually stop and speak, it can be a visual reminder. I know that’s not always possible, and people may work in different offices/part time – but be as visible as you can be. Something I’ve found that works well if you’re setting up introductions/an ice breaker – if you lead the way, you can model the behaviour that you want to see. So introducing yourself and giving the expected amount of info, is much easier for people to participate in than trying to start with a blank slate. And be sure to follow up your meetings, too. Clarify what was agreed in writing (and ideally, be first – so you can set the tone and actions in case there’s any fogginess). Free food often works, too.
- Find your fans and make friends with them. Getting the people that WANT to be on board involved can help you spread your message. So how do you find the people to have that conversation with? Write a blog Send an email Add a survey question. I’ve had conversations with people about the value of satisfaction surveys, and whether they give you the quant data you need. They CAN be really useful to ask people to self-identify, or nominate themselves, to be involved, and at what level – it could be as a champion, involved in webex, on an email group, join the community group, subscribe to news etc. Ask for recommendations. Get people to nominate the person in their office that is most useful/knowledgeable. It could be to win a prize for them – and also get them involved. Write an open invitation to your people to join your movement. Whether it’s using established channels like the regular e-newsletter, a note in the magazine, an email bulletin or asking questions on established ESNs or blogging platforms, invite people to get involved. Whether they’re positive or negative, bring people in who have Opinions so you are able to consider multiple points of view. Build a place from the outset you can invite people to join – and make a space for your community. Groups Slack Teams Forums… whatever the tool. I was talking to a UK government client recently – a very security conscious organisation who has built a really successful and open community on their ESN – and one of the top tips that THEY gave, is to build one space from the beginning and post all of your key updates there. It goes without saying that once you’ve engaged those people, bring them into your project and keep them informed. Although – remember – they’re largely on your side, so will forgive you if you take a while to come back to people. It’s likely not their #1 priority, so don’t worry if there’s a gap between comms, as long as you stay open.
- Whether we like it or not, we all work in political organisations. It may feel as though the entire organisation is against you. The first thing to understand is that it’s (usually) nothing personal. What you need to do is understand what it is that people need. And also, what is the way you communicate best? If you’re better online, use that channel to your advantage. There’s nothing like quality face to face time – but if need be, prepare the ass off your presentation, or write a script if you’re going to have a call. Have your tools to hand, so you’re able to source those stats right away. And don’t be afraid to say – thanks, that’s a really interesting question, I’ll take a look and come back to you. What do THEY want? Are their roles under threat? It’s easy to get swept up in the positivity of change, but at the same time, particularly to people that are well established in an organization, change CAN be a very real threat to their job. At one company I worked at, I was given some advice from an informal mentor, who said “Lisa. Watch House of Cards. That is how business gets done around here.” Take a few moments again to reflect/think back about the most difficult person or group of people you’ve had to deal with in the past. Do you know why they were so difficult? Different departments may have conflicting and competing objectives. It’s worth bearing that in mind when you’re considering the messaging you want to convey as part of your communications plan – you may find that targeting messages for different audiences works well. Bringing whatever you do back to the main strategic objectives should always be a uniting factor – but when you’re dealing with individuals, how do you find that common ground? I remember giving a presentation (in a large publishing company, which had the Group Chairman in the meeting. I’d prepared a presentation with a roadmap, competitor stats, current costs and projected cost savings, to help justify killing a project. A site which the CTO, also in the room, had signed off the x100k budget to invest in a couple of years prior. I hadn’t realised at the time, just what a complete blow it was to him. I had always felt as though he was gunning for me, which felt completely unjustified, until I reflected on it years later and realised that my presentation was like dropping a mortar bomb on his (generally well protected) tank. In hindsight, if I’d perhaps worked a bit harder to get him on side, it would have made all of our lives easier.
- Different people respond to different types of messaging. Whether that’s considering the questions you ask, or the information you present, there are lots of ways to help win people over. I took part in a great workshop recently where Tanya Tarr made us think about our various styles of negotiation – and how to adapt your communication based on the needs of the recipient. Whether that’s through reading non-verbal cues, or winning skeptics over with data – there’s a lot to learn and I found it really interesting considering my past interactions with other people. Improving your questioning skills – “What would you advise, going forward? How can we make this right? How else could we include your vision?
- At Intranet Now last year I heard Scott McArthur say the quote – Opinions are like nails – the harder you hit, the further in they’re driven. Mirroring what people have said can be a good way to understand if you understand what they have said – or make them reconsider their position.
- I was working on a new intranet and ESN launch a few years ago, and found that one of our senior influential office managers at head office was causing problems. She was influential and worked in our directors’ office. I couldn’t work out why it wasn’t working – so I sat with her at her desk. Her resolution was something like 400x600; she had no mobile phone and no interest in social networking. It felt like we had very little in common, but I persevered as I needed her support for the project to succeed. I brought her into the project to provide an alternative viewpoint in our workshops. As we were working together, somehow a mutual love of actor Rufus Sewell came up into conversation. We ended up heading off to the theatre one evening, waiting outside the stage door and managed to get some snaps with him after the play – so it goes to show that you can find common ground in the unlikeliest of places.
- Do you ever write an email? And then wince as you know what the answer is going to be. Or, you’re convinced that everything is present and correct, only to be thrown a curveball right at the last moment? Think of the last time you were pleased to receive an email. What was it that made it stand out? I’m going to run through two emails which are very similar in nature to what I would’ve sent a) 10 years ago and b) last month. Neither of which are perfect, but let’s look at them together.
- Here’s an example of the sort of email I’ve written in the past. Before hitting send, feeling slightly flustered, and embarrassed at the short time scale, emailing Jeff, who only responds to deadlines, but has been distant at best. It’s not great, is it. Does it sound familiar?
- Here’s an example of the tone I used when working on a recent web project. Also, where possible, including a link to how your content will look in situ – whether that’s in a document formatted to replicate column size to show how lengthy prose is, or ideally in situ on the test site. Be the change you want to see. Own that what you’ve written is great – this also works really well in large group chains. If you sound positive and confident, it’s going to take someone having to *really* disagree with what you’ve done, to do a reply all with the issues you see. Signing off with someone senior’s backing helps. There have been all sorts of studies which suggest men get treated differently to women in email, too. I’ve not experimented much with this, but where it sounds like a more formal note, it can help build your credibility.
- Be sure to set a clear subject – with a CTA, and a date/something to indicate time. You might not agree with the exact wording here – and it depends on the convention inside your org. But using clear subject lines is good email practice, and helps people understand what it is they need to do with it. The way you start your email is key to getting the response you need.
- Set the right tone, right away… The way you start your email is key to getting the response you need. I remember being told not to apologise up front – people are busy. Be thankful for their time – though, if you HAVE built a good relationship with them and need a fast turnaround, you’re onto a winner. I remember needing to give 2 hours response time for approval on a recent project, and having spent a lot of time engaging with our tricksiest stakeholders, they came back to us within the hour. Stay in touch.
- Clearly frame the ask with positive context. Whatever the tone, don’t bury your ask near the bottom of the email. Make sure your CTA is clear – and bold if necessary – so people can see what they need to do. And if you genuinely are NOT sure if the content is right – or have specific areas of concern – outline those. So you can say you’re really happy with it, but want to fact check that area in particular. Noone wants someone to come back ‘correcting’ grammar.
- Give reassurance that this is first step. Reiterating it’s the first step rather than all decisions are final will reassure stakeholders that even if it’s not quite right for now, it’s not over, and hopefully give enough leeway to go live with plenty of time to improve in the future. Giving a date a couple of weeks in advance is helpful to them (ish – have they got too long? And you have no time to make any changes – this is setting up for last minute arguments)
- Spell it out, in a positive way – and reassure people that it’s not a final do-or-die
- And sign off. There’s a lot of research online which suggests emails which include “thanks” in sign off are more likely to get a reply. Be grateful for peoples’ time. Thank them for their support. And get the replies you need to succeed.
- Attending events like this help. Help to regroup and hear from others who have been through the same things you are going through – and learn from their mistakes. I first met James Robertson in the bar after my first Intranet Now conference, and he gave me some of the best advice – “Lisa, you’re worrying about the problems that are not in your control. Start looking at what you CAN change, and pass on the things you can’t”. Don’t try and win every battle, but together you can help win the way! I’ll be here all week if you’re looking for support, too!