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Stakeholder Management – just what the doctor ordered!
• Manage your stakeholders effectively throughout the change programme
– they are key to its successful implementation and an integral part of your BAU activity
• Document your proposed approach in a Project Initiation Document (PID)
– focus on identification, expectation, engagement, and communication (see next slide)
• Identify your stakeholders for each different stage of the project life cycle
– the individuals or groups of people that can affect, or will be affected by, your change
• Establish your main (or single) points of contact within each of the groups
– so they can validate your findings, provide ongoing feedback, and cascade information
• Manage everyone’s expectations from the outset
– what they can expect from you and what you need from them
• Optimise their engagement levels for every stage
– based upon their interest and/or importance to the change
• Plan your communication strategy for each group
– tailor your approach according to their wants and needs
• Deliver the above steps for a healthy relationship
– just what the doctor (and your stakeholders) ordered!
Jon Stephenson
https://uk.linkedin.com/in/stephensonjon
Jon Stephenson
https://uk.linkedin.com/in/stephensonjon
Stakeholder Management – just what the doctor ordered!
Identification
Expectation
Engagement
Communication
Plan your communication approach
for each group:
• Adapt your communication style
according to their needs
• Agree the frequency of your updates
and attendee/distribution lists
• Confirm the required level of detail
and format of reports
• Establish their preferred methods of
communicating with you
Optimise their levels of engagement:
• Involve the stakeholders throughout
the whole change process
• Check regularly for engagement to
ensure you have their buy-in
• Keep them fully informed of major
issues or deviations from plan
• Tailor your approach according to
their influence and interest
Manage expectations from the outset:
• Be very clear re purpose, timescales,
outcomes, and the success criteria
• Aim high, but be realistic & pragmatic
• Don't under-promise and overdeliver
• Don’t over-promise and underdeliver
• Ensure you’re open and honest
• Obtain their firm commitment to give
you the level of support you need
Identify the key stakeholder groups
and main contacts for your change:
• Business Sponsor and SLT
• Change team
• Employees
• Other departments
• Customers and end users
• Shareholders
• Business partners and suppliers
• Local community

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Stakeholder Management - just what the Doctor ordered!.pptx

  • 1. Stakeholder Management – just what the doctor ordered! • Manage your stakeholders effectively throughout the change programme – they are key to its successful implementation and an integral part of your BAU activity • Document your proposed approach in a Project Initiation Document (PID) – focus on identification, expectation, engagement, and communication (see next slide) • Identify your stakeholders for each different stage of the project life cycle – the individuals or groups of people that can affect, or will be affected by, your change • Establish your main (or single) points of contact within each of the groups – so they can validate your findings, provide ongoing feedback, and cascade information • Manage everyone’s expectations from the outset – what they can expect from you and what you need from them • Optimise their engagement levels for every stage – based upon their interest and/or importance to the change • Plan your communication strategy for each group – tailor your approach according to their wants and needs • Deliver the above steps for a healthy relationship – just what the doctor (and your stakeholders) ordered! Jon Stephenson https://uk.linkedin.com/in/stephensonjon
  • 2. Jon Stephenson https://uk.linkedin.com/in/stephensonjon Stakeholder Management – just what the doctor ordered! Identification Expectation Engagement Communication Plan your communication approach for each group: • Adapt your communication style according to their needs • Agree the frequency of your updates and attendee/distribution lists • Confirm the required level of detail and format of reports • Establish their preferred methods of communicating with you Optimise their levels of engagement: • Involve the stakeholders throughout the whole change process • Check regularly for engagement to ensure you have their buy-in • Keep them fully informed of major issues or deviations from plan • Tailor your approach according to their influence and interest Manage expectations from the outset: • Be very clear re purpose, timescales, outcomes, and the success criteria • Aim high, but be realistic & pragmatic • Don't under-promise and overdeliver • Don’t over-promise and underdeliver • Ensure you’re open and honest • Obtain their firm commitment to give you the level of support you need Identify the key stakeholder groups and main contacts for your change: • Business Sponsor and SLT • Change team • Employees • Other departments • Customers and end users • Shareholders • Business partners and suppliers • Local community