The document outlines 3 keys to engaging stakeholders in change: 1) Understand stakeholders' perspectives by putting yourself in their shoes and understanding their mindset and priorities. 2) Demonstrate the benefits of the change for stakeholders and how it links to key performance indicators and business objectives. 3) Create opportunities for stakeholders to get involved in decision making, activities, and testing assumptions to improve buy-in and ensure smooth implementation. The document provides tips for applying each of the 3 keys to maximize stakeholder engagement and support for change initiatives.

1. BECOMING EXPERT AT
ENGAGING STAKEHOLDERS
3 simple keys for
understanding,
involvement and credibility

2. 3 things I do with my clients to help
them connect with stakeholders in a
meaningful way
1. Understand their perspectives
2. Demonstrate the benefits for them
3. Create opportunities to get involved

4. When we get our stakeholders
involved in change
We are taking them
on a journey
from where they
are
to where we want
them to be

5. We want them to
 Think differently
 Feel differently
 Behave differently

6. UNDERSTAND THEIR
PERSPECTIVES
• Putting ourselves
in their shoes
• Tuning into their
mindset
• Building rapport –
becoming a
trusted advisor

7. Ask yourself these questions
• Why should they pay
attention to what
you have to say?
• What are you
offering them?
• What are the
benefits personally
for them and their
teams?

8. Spend time understanding who
your sponsor is
• What do they think
and feel?
• What are their
passions and
idiosyncrasies?
• What is their
performance pay
based on?

9. Uncover what leaders are
interested in
• Executives are looking for bottom line
benefits to the business
• They probably have firm ideas about how this
should happen
• When they can see the link between their
priorities and your project they will be
supportive

10. DEMONSTRATE THE BENEFITS
FOR THEM AND THEIR TEAM
• Clarify link
between your
project and their
KPIs
• Justify time and
expense of change
to stakeholders

11. Add value in at least one of the
six core business areas
• Increased revenues
and/or profits
• Reduced costs
• Improved market
position
• Enhanced reputation
• More effective people
• More effective assets

12. Differentiated delivery
• Explain the
uniqueness you and
your team bring
• Ensure executives
are satisfied with
what you are
delivering

13. Link your project to business
performance
• Focus on delivering
strategic objectives
as well as project
objectives

14. Creating opportunities for end
users to get involved
• Listening to level of
involvement they
want
• Opportunities to
participate in
decision making and
activities
• End user
representatives

15. Less effort required
• Active champions at
grass roots of
organisation
• Guerrilla persuasion
with influence at
personal
relationships level

16. Fewer problems at rollout
• Chance to test
assumptions,
processes, systems
and reactions
• Spot and iron out
issues in advance
• End users help to
develop and trial
solutions

17. Change is sticky
• Users have changed
their mindsets,
attitudes and
behaviours
• Users do not go back
to their old ways of
working

18. • Deeper understanding of stakeholders
• Demonstrating the benefits for them
• Getting them involved
Only 3 things need to concentrate on

19. Put these three together and you
can double engagement
I’ve seen this again and again with my
clients

20. Where to start
Engagement Experts support
network
For you if serious about winning support of
senior executives
and motivating employees to get engaged in
change
Click to learn more
www.commsabilities.com/engagement-experts/

21. About Jo Ann Sweeney
• Marketing
communication
consultant, small
business founder
• Known for clarifying
complex and technical
detail
• Extensive experience
communicating projects
and programmes
• www.sweeneycomms.co
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