7½ tips for managing internal
engaging stakeholders for maximum effect
conventional definition of management is getting work done through
but real management is developing people through work."
Stakeholder, Relationships, Communication, Soft Skills.
tips for managing internal stakeholders: engaging stakeholders for
maximum effect [P161]
• Every action and activity
stakeholders (but they may be different every time)
• Knowing who is important for
makes you more effective
• Using a structured approach
effective use of your scarce resources
• Communication is the key to
engagement: information is the basis of communication and
in various disguises
clear about the project (or activity): until you can define the
environment and context of the work you cannot clearly define who will
be affected or can affect its success.
of stakeholder myopia: there is no upper limit to the number of
stakeholders you should consider. Sometimes complex projects or
long-term projects will have many stakeholders and the community will
change over time.
when you have many stakeholders you will need to be clear on which ones
are the most important. How might you do this? The one who yells the
loudest? The end-user who will quietly resist all you efficiency
innovations? Your colleague who is attempting another piece of work
that will counteract what you are doing?
clear on their expectations: until you know ‘what’s
for them’ you will not capture ‘hearts and
until you know what they want you may not be able to secure their
support or manage their perceptions of your success.
that while your work will deliver a new product or service (or change)
the real challenge is to convince your stakeholders that this change is
worth their while to adapt to. This is the change challenge!
a. The reason for the change must be explained in
how it will affect them.
b. Changes need to be defined,
supported by training and senior management overt support.
c. Ongoing support afterwards and
possibly audits for
are not superman (or woman). Even if you have no staff you need to draw
on the support, strengths, influence and inputs of others. You will
burn out if you try to do everything, so for the sake of your life and
relationships you must prioritise and find ways to share the thinking
and doing load.
‘credibility bank’ – even before you have
you need to develop a reputation for being competent and trustworthy.
This will give you credits in the ‘bank’ to draw on
you need them.
7.5) Keep building that network – your circle of influence is
important to you. Get involved in ‘communities of
practice’; keep connected – your network and where
is your strength and your insurance!
CIPSA Category Week
May – 1st June 2012
Australian Technology Park, Sydney