Stakeholder Management Your Name

Objectives Identify your style of stakeholder management along with the needs of your customer. Recognise ways of securing stakeholder agreement. Distinguish the 6 different persuasion styles. State various methods to build an on-going relationship. Participants will leave with a detailed understanding of each of the subjects covered along with a development action plan.

Identify Your Stakeholders Your Project Manager External Clients External Staff CEO Your Team Admin/Support Staff

What style are you? Enthusiastic, outgoing, persuasive, spontaneous, ambitious. Candid, strong-willed, results-orientated, independent, decisive. Organised, thorough, logical, accurate, systematic. Diplomatic, loyal, supportive, cooperative, dependable.

Behavioural style A EXPRESSIVE (Feels & Acts) “Fun” D AMIABLE (Feels) MORE ASSERTIVE (DOMINANT) LESS ASSERTIVE (Passive) MORE RESPONSIVE (People oriented) A EXPRESSIVE (Feels & Acts) “Fun” D AMIABLE (Feels) “Friendship” B DRIVER (Thinks & Acts) “Results” C ANALYST (Thinks) “Precision” LESS RESPONSIVE (Task oriented)

Words used to describe style Understanding Styles Expressive Drivers Analytical Amiable Words used to describe style Enthusiastic Outgoing Persuasive Fun-Loving Spontaneous Ambitious Creative Candid Strong-Willed Efficient Results-Orientated Independent Decisive Organised Thorough Logical Prudent Accurate Systematic Industrious Diplomatic Loyal Supportive Cooperative Considerate Patient Dependable May be viewed as… Reactionary Undisciplined Manipulative Egotistical Procrastinates Pushy Tough Un-Empathetic Dominating Severe Indecisive Critical Moralistic Nit-picky No Big Picture Confronting Unsure Pliable Dependent Awkward For Growth… Check Listen Decide Confront

Tailoring Interactions Expressive Engage them by the following: Providing a warm and friendly environment Avoiding details (put them in writing) Asking ‘feeling’ questions to draw their opinions or comments Telling stories to relay information   Factors that will create tension include the following: Being curt, cold or tight lipped Controlling the conversation Driving on facts and figures

Tailoring Interactions Amiable Engage them by the following: Beginning with personal comment – break the ice Presenting your case softly and in a nonthreatening tone Asking ‘how’ questions to draw out opinions Talking about holistic concepts   Factors that will create tension include the following: Rushing headlong into business Being domineering or demanding Forcing them to respond quickly to your objectives

Tailoring Interactions Driver Engage them by the following: Being clear, specific, brief, and to the point Sticking to business Being prepared with supporting material Using concepts and proven examples (models) to relay information   Factors that will create tension include the following: Talking about things that are not relevant to the issue Leaving loopholes or cloudy issues Appearing disorganised

Tailoring Interactions Analyst Engage them by the following: Preparing your case in advance Sticking to business Being accurate and realistic Using detailed linear models to paint a picture   Factors that will create tension include the following: Being giddy, casual, informal and loud Pushing too hard or being unrealistic with deadlines Being disorganised or messy

What is your stakeholder looking for?   Expressives Drivers Analysts Amiables They Are Looking for You to Be….. Entertaining Efficient Accurate Agreeable They Are Interested In…. Idea’s and Possibilities Outcomes Facts Relationships and Communication Their Pace Is…. Fast, Spontaneous Fast, Decisive Slower, Systematic Slower, Relaxed They Seek…. Applause Results To Be Right Acceptable They Want You to Support Their….. Dreams Conclusions Process Feelings They Want to Save….. Effort Time Face Relationships They Have Questions About…. Who? What? How? Why?

Mapping Stakeholder Needs

Needs – Increase/ Decrease in business metric/KPI Stakeholder Needs Current state Needs – Increase/ Decrease in business metric/KPI Future State Moving from wants to needs…

High-gain Questions Typically you want to start with confirming facts and then end the conversations by confirming what you have heard. Type of Questions Outcome For Example…. Factual Questions   Identifies agreed-upon facts and definitions; ignores opinions. What are the two key metrics you are accountable for achieving this year? Exploratory Questions Explores thoughts, feelings, idea’s and drivers behind actions. To what degree is the current direction in line with your goals to date? Scenario Calls for predictions or speculation of possibilities, testing of hypotheses. If you had an unlimited budget, what would be the first two changes you would make? Paraphrasing/Catch-all Questions Ensures capture of critical information. Are there any area’s you feel I have missed that are critical to achieving your goals?

Securing stakeholder agreement - 6 principles of persuasion Liking Reciprocity Social Proof Consistency Authority Scarcity

6 Principles of Persuasion 1. Reciprocity – If people give us things, we feel we must return the favour. 2. Commitment (and consistency) – If we commit to something, we usually do it. 3. Social proof – If other people are doing it, it must be the right thing to do. 1. For example, if a colleague helps you when you're busy with a project, you might feel obliged to support her ideas for improving team processes. You might decide to buy more from a supplier if they have offered you an aggressive discount. Or, you might give money to a charity fundraiser who has given you a flower in the street. 2. For instance, you'd probably be more likely to support a colleague's project proposal if you had shown interest when he first talked to you about his ideas. 3. For example, we're more likely to work late if others in our team are doing the same, put a tip in a jar if it already contains money, or eat in a restaurant if it's busy. Here, we're assuming that if lots of other people are doing something, then it must be OK. We're particularly susceptible to this principle when we're feeling uncertain, and we're even more likely to be influenced if the people we see seem to be similar to us. That's why commercials often use moms, not celebrities, to advertise household products.

6 Principles of Persuasion 4. Liking – We like people that are like us. 5. Authority - We feel obliged to do what those in authority tell us to. 6. Scarcity – We want things more when they seem in short supply. 4. Companies that use sales agents from within the community employ this principle with huge success. People are more likely to buy from people like themselves, from friends, and from people they know and respect. 5. Job titles, uniforms, and even accessories like cars or gadgets can lend an air of authority, and can persuade us to accept what these people say. 6. For instance, we might buy something immediately if we're told that it's the last one, or that a special offer will soon expire.

Monthly / quarterly meetings Weekly / monthly phone calls Maintaining Contact Monthly / quarterly meetings Weekly / monthly phone calls Video conferencing Screen shares Full-review meetings

Stakeholder Management Process Identify your Stakeholders Identify your behaviour style and theirs Identify their wants and needs Identify how to gain commitment

Objectives Identify your style of stakeholder management along with the needs of your customer. Recognise ways of securing stakeholder agreement. Distinguish the 6 different persuasion styles. State various methods to build the on-going relationship. Participants will leave with a detailed understanding of each of the subjects covered along with a development action plan.