Dr. Michael D. Watkins provides a stakeholder checklist tool to help readers succeed in achieving their goals by building support. The document outlines steps to: 1) Define specific influence objectives; 2) Identify influential actors and map their networks using diagrams showing influence levels; 3) Classify actors as supporters, opponents, or "convincibles" who could potentially support the objective; 4) Analyze the interests and potential reasons for support or resistance of convincible actors. Following these steps helps focus influence strategies on gaining needed approvals.

1. dr. Michael d. Watkins, Your Next Move
Stakeholder checkliSt tool
To succeed in achieving your goals, you have to build a critical mass of
support for your initiatives. Powerful individuals and groups must see it in
their interest to help you realize your objectives. So you ignore the politics
of organizations at your peril. Political networks – informal bonds of solidarity among
individuals and groups – can marshal the power either to resist change or get things done.
Define Your Influence Objectives
The starting point for getting stakeholders on board is to define, as precisely as
possible, the specific objectives you want to achieve. Goal clarity is important,
because it is difficult to focus on identifying whose support you will need if your goals
are unclear. Once you have defined your goals, you can identify key players, map
influence networks, figure out who is likely to support and oppose you, and craft your
influence strategy accordingly.
To illustrate this, begin by focusing on a specific objective you want to achieve or
initiative you want to advance that requires the support of people over whom you lack
direct authority. Summarize this influence goal, as specifically as possible, in the space
provided below.
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©2009 Genesis Advisers www.genesisadvisers.com. For use by individual readers of
Your Next Move only. To license this or other Genesis transition tools for corporate
or client use, or to explore our transition acceleration programs and coaching
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2. Your Next Move Stakeholder checklist
Identify the Influential Actors
Now think about who will have influence – both positive and negative – on your
ability to achieve this goal. Focus first on the extent of direct influence they will have
on decision-making. You can summarize this information in the form of an influence
diagram. An example diagram is provided below. The concentric circles indicate the
extent of influence the various players have. The closer to the middle, the greater the
influence. The diagram below, for example, indicates that Peter has more influence
than Kathy. The position around a given circle doesn’t matter, it just provides space to
lay out all the key players. Only the distance from the center is important.
theresa
tim
May
Sandy
Goal
Peter
Jean
kathy
Use this figure to identify the key players that will
have influence on whether you achieve your goal. Goal
If you have direct influence on decision-making,
then you should include yourself on the diagram.
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©2009 Genesis Advisers www.genesisadvisers.com. For use by individual readers of
Your Next Move only. To license this or other Genesis transition tools for corporate
or client use, or to explore our transition acceleration programs and coaching
processes contact Genesis Advisers at inquiries@genesisadvisers.com

3. Your Next Move Stakeholder checklist
Map Influence Networks
The next step is to analyze influence networks – established patterns that characterize
who defers to whom on key decisions. Employees are embedded in networks of
influence and information-sharing. Faced with difficult choices, people often look
to respected-others for clues about “right thinking.” Your analysis should identify
opinion leaders who exert disproportionate influence on others. Convincing these
pivotal individuals of the need for change translates into broad acceptance, and
resistance on their part could galvanize broader opposition.
Influence networks can be summarized in the form of arrows on the influence
diagram. The direction of the arrow indicates the direction of influence. In the
example diagram below, for example, Theresa is shown as having influence over
Sandy and Tim. The width of the arrow indicates the magnitude of the influence.
Theresa has more influence on Tim than on Sandy.
theresa
tim
May
Sandy
Goal
Peter
Jean
kathy
Now return to the influence map you began to create above and add arrows indicating
the direction and magnitude of influence relations among the key players.
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©2009 Genesis Advisers www.genesisadvisers.com. For use by individual readers of
Your Next Move only. To license this or other Genesis transition tools for corporate
or client use, or to explore our transition acceleration programs and coaching
processes contact Genesis Advisers at inquiries@genesisadvisers.com

4. Your Next Move Stakeholder checklist
Identify Supporters, Opponents and “Convincibles”
Some people may support your agenda early on because it advances their interests.
Meanwhile, some important players may oppose your efforts whatever you do.
Because persuasion consumes valuable time and emotional energy that shouldn’t
be wasted on the irrevocably opposed, it is essential to assess early on who can be
persuaded and to direct your efforts accordingly.
Use the table below to summarize which key players you believe are likely to be
supportive, which are likely to be opposed, and which are potentially convincible.
SuPPorterS oPPonentS convincibleS
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©2009 Genesis Advisers www.genesisadvisers.com. For use by individual readers of
Your Next Move only. To license this or other Genesis transition tools for corporate
or client use, or to explore our transition acceleration programs and coaching
processes contact Genesis Advisers at inquiries@genesisadvisers.com

5. Your Next Move Stakeholder checklist
Analyze Interests
Finally you should focus on the convincibles. Try to zero in on their interests and
use your understanding of them to craft persuasive arguments. What might cause
them to resist change? Loss of a comfortable status quo? Loss of status or a sense
of competence? Threats to self-defining values? How might they come to see their
interests as being compatible with yours? How might you help them advance agendas
they care about? What motivational drives can you tap into?
For the change initiative you identified above, what are the major reasons why the
convincibles in your organization might decide to support or resist you? Use the table
below to summarize these insights.
reaSonS for SuPPort reaSonS for reSiStance
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©2009 Genesis Advisers www.genesisadvisers.com. For use by individual readers of
Your Next Move only. To license this or other Genesis transition tools for corporate
or client use, or to explore our transition acceleration programs and coaching
processes contact Genesis Advisers at inquiries@genesisadvisers.com