International Stakeholder Management IMPACT Corporate Training

Bernie Jones  Training Manager – Chase Manhattan, Australia  Cash Management Sales – Chase Manhattan, Australia, Asia, Europe, US  Global Training Head – Standard Chartered  Change Manager – Westpac Singapore  Fund Raising Committee – National Cancer Centre  Managing Director – IMPACT Corporate Training

Scope International IMPACT Corporate Training Global Clients

Introductions Meet your colleagues Find out something interesting Expectations

Key challenges in International Stakeholder Management In groups identify the key challenges Why are these situations challenging? What have you tried that is successful?

Objectives You will learn How to confidently engage your stakeholders in a structured way so you understand their interests and priorities How to use behavioural style analysis to recognise what is important to your stakeholders and communicate with them in the way they prefer How to make the most of cultural diversity to improve your stakeholder buy in

Your Objectives

IMPACT Engagement Model Investigate Migraines Priorities Ascertain Needs Confirm Understanding Take Action

Investigate Understand their present situation: Market share, revenue, costs, client data Economic data Organisational structure State of technology Regulatory environment What’s happening now?

Map Document current processes and challenges Falling revenue Increasing costs Increasing complaints Substantial risks What’s wrong, given the present conditions?

Prioritise Helps predict the current and future impact Loss of trading ability Loss of market share Loss of customers Costs outweigh revenue What will happen if they fail to act? Determines their Priorities – their incentives

Ask about needs Describes the elements of their desired goal Quicker information Improved accuracy Better skills Greater awareness Improved access What will help prevent the time-bomb?

Confirm Understanding Summarising the conversation Investigation outcomes Mapping outcomes Priorities Solution outcomes Shows you have been listening

Taking Action Documenting the conversations in a Call Report Investigation outcomes Mapping outcomes Priorities Solution outcomes Next Steps Obtain approval / concurrence with stakeholder

key stakeholder LIFO discussion Why is this person important? How does their style impact your relationship? What challenges do you face?

Power / Interest Grid Styles, KPIs, Cultural

17 DEALING WITH DIFFICULT SITUATIONS Stress = Our perceived ability to deal with the demands of the situation

Fight / Flight Response 18

Fight / Flight EVENT ↓ THOUGHT ↓ FEELING

Objections I’ve always done this way for years, why should I change? I don’t see how the new system will help Will I lose my job if this new system is implemented? I think its too difficult to learn a new system – I don’t see why we should change How come I wasn’t consulted on my views when this is going to affect me What data do you have to prove this system will improve our process / productivity.

Guidelines on Understanding Cultural Differences Get to know people from different cultures. Have an open mind to their traditions that you may find difficult to understand. Ask them to your work and private functions. Arrange meals where people bring food from their country and explain the significance. Learn about them – what are they interested in? Where are they going? Genuinely find out about their culture – what are the beliefs, the history, the big events. What do they mean? How about religious festivals and customs? How do they impact their expectations of others

Guidelines on Understanding Cultural Differences Offer to help them understand your culture - give examples. Discuss the differences. Ask what is acceptable and acceptable behaviour in their country. What is expected behaviour? You will be surprised just how different acceptable standards are. It’s easy to understand similarities. It’s difficult to see the world from others’ points of view.