1. Developing Relationships Using aDeveloping Relationships Using a
Stakeholder Management ApproachStakeholder Management Approach
Records Management Society
Scotland Group Meeting 21st
March 2006
Speaker: Susan Mansfield
2. Overview
Why undertake Stakeholder Management
1: Stakeholder identification and identification of desired stakeholder
contribution and commitment
2: Development of an action plan to engage with your Stakeholders
The objective is to have a clear vision of who your Stakeholders are,
where you need them to be, and how you’re going to get them there
3. Why Undertake Stakeholder Management?
Initiatives fail without proper stakeholder management
People cannot ‘second-guess’ your intentions and impacts
People will second-guess consequences from their own perspective
Individuals and groups need to know
what will happen as a consequence of your initiative
why it will happen this way
when they can expect to see it happening
actions they need to undertake to support it
Stakeholder Management shapes your Communications planning
Stakeholder Management helps you to identify and manage risk
Stakeholder Management allows you to track and control your
progress
4. Stakeholder Management Part One
First you need to think about:
Who are the relevant stakeholders
Where they sit on your chart
Where you would like them to be in 12 months time
What you need them to do for you
What your key messages are
5. Step 1: Stakeholder Identification
Generate a list of key stakeholders
for your initiative, remembering
they …
are preferably individuals but
may be groups
can be internal or external
can be affected by a small part
or all of your initiative
can impact a small part or all of
your initiative
can be formal or informal
influencers
may not know that they are
connected to your initiative
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6. Step 2: Stakeholder Plotting
Plot your list of key Stakeholders for
your initiative in a chart, considering
their level of influence in the
organisation, and the support they
currently show for your work …
Consider actions as well as words
Take an organisation-wide view as
well as considering their relationship
with you and your team
Use a voting system to prioritise
your stakeholders
Level of Support
LevelofInfluence
7. Indicators of Influence
Leadership qualities
Status and role in hierarchy
Intelligent
Articulate
Those with strong social networks
Access to Chief Executive/Managing Director
People with large teams
High delegated authority over budgets
People with relationships outside organisation – media,
politicians, customers
Members of groups on ‘the management radar screen’
Difficult to manage mavericks
People with perceived expertise and credibility
8. Indicators of Support
Positive Behaviours
• Take steps to find out about your
work
• Get involved in the detail
• Volunteer resources
• Talk about your initiatives
• Are prepared to take a lead by
presenting or otherwise championing
your project (especially in the face of
opposition)
• Mimic what is happening
• Will give things up (like own project)
• Give time to your project
• Take accountability for delivering this
for you
• Prepared to be a lone voice in
support
Negative Behaviours
•Don’t attend meetings
•Claim already have leading practice and won’t
share or compromise
•Say ‘yes’ but then do nothing
•Hide information
•Pretend your initiative is not happening
•Don’t take decisions
•Offer hurdles and barriers (bureaucracy, say
‘we’re different’, keep asking for more evidence or
clarification)
•Say ‘yes’ to one audience but ‘no’ to others
•Let others fight your corner when they should
•Promote or sponsor ‘rival’ solutions or even ‘rival’
initiatives
•Put it low on their priority list – don’t find time to
meet you, don’t provide resources etc.
9. Step 3: Stakeholder Progression
Consider whether you are happy
with their position or want them to
move …
Where do you want the
stakeholder to be within 6-12
months?
Take an organisation-wide view,
consider other relationships that
will help you get there
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Level of Support
LevelofInfluence
10. Step 4: Building Key Messages
Identify the blockers and
benefits of your project to the
stakeholders. Remember …
Blockers are barriers to your
initiative successfully moving
forward
Benefits are the enablers or
good things to come our of your
initiative
By clustering them around a
theme you will then be able to
form key messages around the
identified clusters
Try to limit these to 5 or 6 key
topics
11. Step 5: Stakeholder Action Planning
Against each Stakeholder…
Document the impact of the
initiative on them
Define the activities &
behaviours you require them to
undertake to support your
initiative to completion
Consider the benefits and
potential blockers coming from
your initaitive that might affect
the way your Stakeholders
respond to your work
Outline actions you have to take
to support each stakeholder
S’holder
Project
Impact?
Activities &
Behaviours?
Benefits?
Blockers?
Actions?
12. Review and Next Steps
By now, you will have…
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identified stakeholders developed the detailplotted your
stakeholders
We now need to use this information in stage 2 to support delivery of the
initiative …
built key messages
14. Stakeholder Management Part Two
In part two you get value from the work done to date
Undertake stakeholder management planning
Create a stakeholder communications plan
Review and agree next steps
15. Step 6: Stakeholder Management Plan
Project Title
Stakeholder 1
Stakeholder 2
Stakeholder 3
Stakeholder 4
Stakeholder 5
Stakeholder 6
Stakeholder 7
Project Deliverable/Milestone
March 05 April 05 May 05 June 05 July 05 August 05 Sept 05 Oct 05
16. Stakeholder Management Planning
Use your Stakeholder Management Plan to update your Stakeholder
Chart …
And your Stakeholder Chart to review your Stakeholder Management
requirements going forward
This information will enable you to identify specific Communications
activities that you can undertake to support your plan
Progress and issues that arise from Communications and Stakeholder
Management will inform your risk and issue management
Project Plan
X
X
X
X
17. Step 7: Stakeholder Communications Planning
The next step is to plan your communications by identifying:
The purpose and message you wish to communicate
The channel by which you will communicate the message
Who has responsibility for ensuring the activity takes place
The date the activity is to happen
The status of the activity
19. Review and Next Steps
By now, you will have…
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identified stakeholders developed the detailplotted your
stakeholders
planned stakeholder
interaction
Planned communications
built key messages
20. Next Steps
Like any process this needs ongoing management
Be clear about who is doing what
By when
How you will monitor progress
Hold review meetings
Notes de l'éditeur
Having heard Ewan’s stories from the trenches I’d like to talk to you about a practical process called Stakeholder Management which you can use to identify those relationships you need to develop and how to manage that process. I’ll talk briefly about why a Stakeholder Management approach is beneficial and then step you through the actual process in two parts. The overall objective is to have a clear vision of who your Stakeholders are, where you need them to be, and how you are going to get them there Part 1 looks specifically at identifying your Stakeholders what you want them to do for you. Part 2 is the action plan for how you will get them to do what you want them to do
Stakeholder management is critical to the success of every project in every organization. By engaging the right people in the right way in projects, you can make a big difference to their success. In all areas of business the work you undertake will affect more and more people. The more people you affect, the more likely it is that your actions will impact people who have power and influence over your work or team. These people could be strong supporters of the work - or they could block it. Stakeholder Management is an important discipline that is used to win support from others. Stakeholder Analysis is the technique used to identify the key people who have to be won over. You then use Stakeholder Planning to build the support that helps you succeed. Using the opinions of the most powerful stakeholders to shape your projects makes it more likely that they will support you and improves the quality of your project Gaining support from powerful stakeholders helps you to win more resources making it more likely your projects will be successful Communicating with stakeholders early and frequently ensures they fully understand your project and its benefits so they can support you actively when necessary You can anticipate what people's reaction to projects may be, and build into your plan the actions that will win people's support
Now consider the messages required to promote your initiative to your stakeholders. Explain hexies