1. Stakeholder Management
Your Name

2. 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.

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

4. 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.

5. 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)

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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?

12. Mapping Stakeholder Needs

13. 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…

14. 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?

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

16. 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.

17. 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.

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

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

20. 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.