Do you know that excitement that goes along with your great idea for improving your organization’s processes? From great idea to project charter, the momentum you have is at a peak when you present your project charter to the project champion for approval.
At this point, your project can go one of two ways: it gets approved by the champion or it gets denied. If it gets approved, great! You’re on your way to making change. If it gets denied, there is a strong likelihood that you did not engage and secure the support of all stakeholders.
We often talk about engaging and getting “buy-in” from stakeholders. But what, exactly, does this mean? And who are these stakeholders? And what is their interest in your project?
To answer this question, consider these key steps for determining and evaluating your stakeholders:
Brainstorm to identify your stakeholders.
Prioritize stakeholders based on their power and interest in your project.
Understand what motivates your stakeholders and what actions you need to take to persuade them to support your project.
Stakeholders include all people who have an interest in your project and are affected by your work. They can include, for example: senior managers, your colleagues, customers, suppliers, banks, government(s), unions, community groups, and others. As you brainstorm with your team, you may come up with other unique categories.
Once you know who your stakeholders are, you need to determine their power. That is, what is their desire and ability to exert influence over your project? Stakeholders can disrupt your plans, cause uncertainty in plans, or be your staunchest advocate. In short, businesses both need and rely on their stakeholders.
It is important to understand stakeholder power and interest. Leveraging stakeholder power and interest is key to getting support for your project. The matrix included at the end of this blog provides an overview of power and interest. It illustrates the following:
If a stakeholder has high power and high interest, they are a key player. Take notice of them and collaborate with them to achieve project success. You must fully engage them and make the greatest efforts to satisfy their needs.
If a stakeholder has high power and low interest, involve them in the project by regularly communicating with them or asking them how they wish to be kept involved/informed.
If a stakeholder has low power and high interest, communicate frequently with them. These people can be helpful with project details.
If a stakeholder has low power and low interest, monitor their input, as necessary to the success of the project.
With the above in mind, you need to identify your stakeholders and how they fit on the Power-Interest matrix. The best way to determine this is to meet with your stakeholders and ask them directly – this is a great first step to building a successful relationship.
Knowing all of the above – your stakeholders, their power and interest over your project, and their motivation – you can now use an appropriate method of engagement to win their support for your project and its success.
And don’t forget to review your Power-Interest grid to ensure that stakeholder influence has not changed. If it has, get in touch with your stakeholder and determine how you can maintain their support for the project.