You will never make it alone: How to successfully engage your stakeholders, 23 Mar 17 - Southampton
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Transcript of You will never make it alone: How to successfully engage your stakeholders, 23 Mar 17 - Southampton
You will never make it alone: How to successfully engage your stakeholders
Laurence Davidson
23 March 2017
LaurenceDavidsonDirectorComplexToSimplewww.cts-consul4ng.co.uk07765238703Associa4onforProjectManagementVolunteerInsights™DiscoveryLicensedPrac44onerWarwickBusinessSchoolExecu4veCoachCharteredManagementIns4tuteApprovedCentrehPp://www.linkedin.com/in/laurencedavidson
Stakeholder Engagement Focus Group Part of the APM People Specific Interest Group
• Encouraging practitioners across the project management community to make stakeholder engagement a higher priority
How are we doing that?
Our mission:
§ Raising awareness – Giving stakeholder engagement more attention at events – Challenging the status quo
§ Supporting practitioners – Developing the APM stakeholder engagement website – Making online resources accessible to all – Building case studies and resources
§ Sharing knowledge, tools & methods – Forging links with SIGs, academia and industry bodies – Signposting relevant research and development
Learn more about stakeholder engagement: www.apm.org.uk/stakeholder-engagement
Youwillnevermakeitalone
• Howtheworkplaceischanging• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• Overcomingra4onalandemo4onalconcerns
• Whatstopsusfromengagingourstakeholders?• Somecommonbadprac4ces• AnewApptohelpyousave4meandgainbuy-in
Agenda
Youwillnevermakeitalone
• Howtheworkplaceischanging• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• Overcomingra4onalandemo4onalconcerns
• Whatstopsusfromengagingourstakeholders?• Somecommonbadprac4ces• AnewApptohelpyousave4meandgainbuy-in
Agenda
Environment• Increasingcomplexity• Increasingglobalisa4on• Increasingautoma4on• Increasingconnec4vity• Increasingchange
People• Increasingdisloca4on• Reducingavailability?• Increasingdistrac4on?• Decliningownership?• Others?
Youwillnevermakeitalone
Howtheworkplaceischanging
AlfRobensNCB
Youwillnevermakeitalone
FredGoodwinRBS
PhilipGreenBHS
RobertMaxwellMG
Whatdotheyhaveincommon?
TheyshowedIndifference
Indifference
Disagreement
Exclusion
Inhumanity
Hatred
RespectInclusion
AgreementGoodwill
Love
Unawareness
Environment• Increasingcomplexity• Increasingglobalisa4on• Increasingautoma4on• Increasingconnec4vity• Increasingchange
People• Increasingdisloca4on• Reducingavailability?• Increasingdistrac4on?• Decliningownership?• Increasingindifference?
Youwillnevermakeitalone
Howtheworkplaceischanging?
Youwillnevermakeitalone
• Howtheworkplaceischanging.• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• Overcomingra4onalandemo4onalconcerns
• Whatstopsusfromengagingourstakeholders?• SomecommonbehaviouralpaPerns• AnewApptohelpyousave4meandgainbuy-in
Agenda
• Wehumanshaveaninnateresistancetochange• Stakeholders’understandingoftheprojectisobenunclear• Theyhavedifferingexpecta4onsandconcerns• Theycangenuinelyforgetwhatwasoriginallyagreed• Theycanchangetheirmindsonwhattheywant• Theymaybeindifferenttootherstakeholders’needs
• Theyareunawareoftheamountofplanningandeffortinvolved• Theyexpecttheprojecttobedelivered‘yesterday’• Somestakeholdershavesignificantinfluence
Youwillnevermakeitalone
Whydoweneedtoengageourstakeholders?
Youwillnevermakeitalone
• Howtheworkplaceischanging• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• Overcomingra4onalandemo4onalconcerns
• Whatstopsusfromengagingourstakeholders?• SomecommonbehaviouralpaPerns• AnewApptohelpyousave4meandgainbuy-in
Agenda
Iknowsomethingischanging
Iknowwhatitis
Iknowtheimplica2onsforme
I’lllookatdoingitthenewway
I’lldoitthenewway
Thisisthewaywedothings
ThisisthewayIdothings
AwarenessUnderstanding
Engagement
Acceptance
Commitment
Internalisa4on
Contact
PreparaJonPhase
Acceptance
Phase
Commitment
Phase
Youwillnevermakeitalone
ChangeCommitmentCurve
Source:Paterson-Connor
I’mnotatallinterestedinchange
Idon’twanttoknowwhatitis
Itwon’taffectme
Iwon’tlistentothera2onalforchange
I’llrejectanyrequesttochange
I’lls2ckwithmyway
I’llsabotagethenewway
IndifferenceDenial
Exclusion
Rejec4on
Defec4on
Aliena4on
Contact
DenialPhase
RejecJonPhase
AlienaJonPhase
Youwillnevermakeitalone
ChangeAliena4onCurve
Source:DavidsonaberPaterson-Connor
Youwillnevermakeitalone
1.Theprojectteamfailstomakemeaningfulcontactwithstakeholders.Theydon’tengagethemandconsultthemappropriately,failingtounderstandtheirneedsandexpecta4ons–segnguptheprojectforfailure
ChangeCommitmentCurve
Sixpointsofprojectfailure
Youwillnevermakeitalone
2.Havingcontactedstakeholders,wefailtocreateadequateawarenessofthedriversforthechangeortherealbenefitsoftheselectedsolu4on.
ChangeCommitmentCurve
Sixpointsofprojectfailure
Youwillnevermakeitalone
3.Stakeholdersmaybeawareofthechangethatistotakeplacebutfailtounderstanditfully–orworse,theymisunderstandit.Thisleadstoscep4cism,cynicismandrejec4on.
ChangeCommitmentCurve
Sixpointsofprojectfailure
Youwillnevermakeitalone
4.Stakeholdersmayunderstandthechangebuttheymaynotlikeit.Theirconcernsmaybeperceived–i.e.emo4onalreasonslinkedtofearofchange-orrealconcernsarisingfromgenuinenega4veoutcomesforthemorforpeopletheycareabout.
ChangeCommitmentCurve
Sixpointsofprojectfailure
Youwillnevermakeitalone
5.Despiteposi4vepercep4ons,thechangemayberejectedpriortocommitment.Thiscouldbeduetonewconstraints,shibingpriori4esoralackoforganisa4onalwill.
ChangeCommitmentCurve
Sixpointsofprojectfailure
Youwillnevermakeitalone
6.Commitmentdoesnotalwaysleadtosuccessfulchange,wherethenewwaysofworkingbecome“Thewaywedothingsaroundhere”.Allsortsoffailings–withintheprojectandoutside–canpreventthefullbenefitsoftheprojectbeingrealised.
ChangeCommitmentCurve
Sixpointsofprojectfailure
Youwillnevermakeitalone
• Howtheworkplaceischanging• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• Overcomingra4onalandemo4onalconcerns
• Whatstopsusfromengagingourstakeholders?• SomecommonbehaviouralpaPerns• AnewApptohelpyousave4meandgainbuy-in
Agenda
Youwillnevermakeitalone
1. IdenJfy2. Evaluate3. Map4. Plan5. Act6. Review
Process
TestManager
RavPatel
EndUserGroup
RepDaveWaring
StakeholderManagement
Youwillnevermakeitalone
1. Iden4fy2. Evaluate3. Map4. Plan5. Act6. Review
Process
Influ
enceontheproject
H
L+- Agtudetotheapproach/outcomes
oftheproject
StakeholderManagement
Youwillnevermakeitalone
StakeholderManagement
1. Iden4fy2. Evaluate3. Map4. Plan5. Act6. Review
Process
Influ
enceontheproject
H
L+- Agtudetotheapproach/outcomes
oftheproject
Youwillnevermakeitalone
StakeholderManagement
1. Iden4fy2. Evaluate3. Map4. Plan5. Act6. Review
Process
Influ
enceontheproject
H
L+- Agtudetotheapproach/outcomes
oftheproject
Youwillnevermakeitalone
StakeholderManagement
1. Iden4fy2. Evaluate3. Map4. Plan5. Act6. Review
Process
Influ
enceontheproject
H
L+- Agtudetotheapproach/outcomes
oftheproject
Youwillnevermakeitalone
StakeholderManagement
1. Iden4fy2. Evaluate3. Map4. Plan5. Act6. Review
Process
Influ
enceontheproject
H
L+- Agtudetotheapproach/outcomes
oftheproject
D V F R
Source:DavidGleicher
D=Dissa4sfac4onwiththecurrentsitua4onV=VisionofthechangebeingplannedF=Firstprac4calstepstowardsimplemen4ngthechangeR=Resistancetochange-individual,team,organisa4onlevel
Youwillnevermakeitalone
ChangeReadinessFormula
“I’mhappythewayitis–noneedtochange”“Therisksfaroutweighthebenefits”
“Wedon’thavetheskillstomakethechange”“Itwillinvolvetoomuchresource”
“Wetriedthisbefore.I’mfedupwithchanges”“Thisiscareer-limi4ngforme,personally”
“Can’tthechangesbeachievedgradually?”“Mystaffwillleaveifwemakethischange”
“Iwouldratherthecostbespentelsewhere”“Thequalityofourworkwillsuffer”
Youwillnevermakeitalone
D V F R
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+
+ +
+ -
+ -
+ -
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ChangeReadinessFormula
Youwillnevermakeitalone
• Howtheworkplaceischanging• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• OvercomingraJonalandemoJonalconcerns
• Whatstopsusfromengagingourstakeholders?• SomecommonbehaviouralpaPerns• AnewApptohelpyousave4meandgainbuy-in
Agenda
Overcomingra4onalandemo4onalconcerns1.RaJonalconcerns
Youwillnevermakeitalone
• “Idon’tunderstandthechangeandwhyit’simportant”• “Idon’tknowhowitimpactsonmeandmyteam”• “Idon’tunderstandthebenefitsorseethevalue”• “I’mconcernedabouttherisks”• “Idisputeyourresearch”• “Idon’tagreethepriorityforthis”• “Idon’tagreeyoursolu4onandapproach”
Butgainingbuy-inobengoesbeyondbeingra4onal...
Mostcanbeansweredbyexplainingoutputsoftheprojectmanagementprocess.
Overcomingra4onalandemo4onalconcerns2.EmoJonalconcerns
Youwillnevermakeitalone
• “Mygutins4nctsays‘no’”• “ItdoesnotconformtowhatIhaveexperienced”• “Idon’treallyknowyou/trustyou”• “Itweakensmyposi4on”• “Iwilllosecontrol,resource,etc.”• “Ithinkthiscutsacrossourvalues”
Fewoftheseconcernscanbeallayedbyoutputsfromtheprojectmanagementprocess
Overcomingra4onalandemo4onalconcerns2.EmoJonalconcerns
Youwillnevermakeitalone
• “Mygutins4nctsays‘no’”• “ItdoesnotconformtowhatIhaveexperienced”• “Idon’treallyknowyou/trustyou”• “Itweakensmyposi4on”• “Iwilllosecontrol,resource,etc.”• “Thisreallycutsacrossourvalues”
a. MentalpaVerns-->intuiJvethinkingb. MentalpaVerns-->blindspots
c. EmoJonaltags• Uncertainty• Perceivedlackofautonomy• Perceivedloss• Perceivedlackofunfairness
ThisadisagoodexampleofLogosasithascontrasteditsfeatureswithacompeJtor
This ad is an example of Logos as we see the factual features of the phone contrasted with a competitor.
ThisadisanexampleofPathosbecausewefeelsympathywiththesadlookingdog.
This ad is an example of Pathos because we feel sympathy with the sad looking dog.
This ad is an example of Ethos as it has a famous person endorsing the coffee.
Aristotle’sthreemodesofpersuasion
Youwillnevermakeitalone
Inpreparingtoengageastakeholder,whatcanyoustrengthen?Ethos:• Yourcredibility,authority,competenceandpersonalstyle.
Pathos:• Yourappealtostakeholders’hopes,fearsandperceivedloss.
Logos:• Yourevidence,analyses,plans,reasonedconclusions.
Overcomingra4onalandemo4onalconcerns
Youwillnevermakeitalone
TASKYouareaprojectteamandyourProjectManagerissoontopresentyourdraaprojectdefiniJontoyourProjectSponsor.Yourgoalistogainsignoffandagreementtoproceed,plusanythingmoreyoucanachieve.WhatmightyouusefullyprepareforyourPMtoconveyinordertoinfluenceasuccessfulmee4ng?
Responsiveness
LESS
MORE AssertivenessLES
S
MO
RE
MORE
Responsive (people)
LESS
MORE Assertive (task)LES
S
MO
RE
MORE
PeopleStyles
Analy4cal(PM)• Organised• Calm• Considered• AboutQuality
Amiable• Collabora4ve• Friendly• Empathic• AboutRela4onships
Expressive• Intui4ve• Open• Passionate• AboutSolu4ons
Driver(PS)• Quick• Pushy• Opinionated• AboutControl
Source:Boulton
Responsiveness
LESS
MORE AssertivenessLES
S
MO
RE
MORE
Responsive (people)
LESS
MORE Assertive (task)LES
S
MO
RE
MORE
Analy4cal(PM)KeyValue:Deliveringthroughqualitythinking,structureandorganisa4onOrientaJon:ThinkingTimeframe:Past
AmiableKeyValue:AchievingthroughensuringpeopleareengagedandfeelgoodabouttheprocessOrientaJon:Rela4onshipsTimeframe:Flexible
ExpressiveKeyValue:Achievingresultsthroughbuildingalliancesandcrea4ngenthusiasmOrientaJon:Intui4onTimeframe:Future
Driver(PS)KeyValue:Achievingquickresultsthroughgivingcleardirec4onandovercomingobstaclesOrientaJon:Ac4onTimeframe:Present
Source:Boulton
PeopleStyles
Youwillnevermakeitalone
So,whatareimportantpersonalqualiJesneededforeffecJveStakeholder
Engagement?
inclusive,respecrul,curious,open,empathic,opportunis4c,asser4ve,logicalandclear
....andkeySkills?
listening&ques4oning,coaching,presen4ng,visioning,reasoning,influencingand
nego4a4ng
Youwillnevermakeitalone
• Howtheworkplaceischanging• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• Overcomingra4onalandemo4onalconcerns
• Whatstopsusfromengagingourstakeholders?• SomecommonbehaviouralpaPerns• AnewApptohelpyousave4meandgainbuy-in
Agenda
Whydon’tweengagestakeholderseffec4vely?PersonalviewOurconscience
Youwillnevermakeitalone
• “Idon’thaveJme”• “Mysponsorwant’stheprojectstarted”• “Idon’tknowwhomystakeholdersare”• “AndIdon’tknowmostofthematall”• “Theyareallsobusy!”• “Idon’twanttheinevitableconflict”• “Idon’tfullybelieveintheproject”• “Idon’tbelieveinmyownabilitytodothis• “Idon’twantthemtochangemyplans”• “Ican’tgotothembeforeIhavemyownplan”• “Ican’ttrustmyteamwithstakeholders”
• JustthinkofthedelaysandreworkifIdon’t• Er...thisisstar4ngtheproject• Well,Ioughttofindout–quickly• Well,gettoknowthem–andfast!• We’reallbusy!• NotasmuchastheconflictifIignoreit!• It’soktohavemyownconcerns,isn’tit?• Yep,I’mwelloutsidemycomfortzone.• Ihateitwhentheirviewsdifferfrommine!• Ishouldinvolvethemintheplanning• Imustdelegateordoitallmyself!
Youwillnevermakeitalone
• Howtheworkplaceischanging• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• Overcomingra4onalandemo4onalconcerns
• Whatstopsusfromengagingourstakeholders?• SomecommonbehaviouralpaVerns• AnewApptohelpyousave4meandgainbuy-in
Agenda
Youwillnevermakeitalone
SomecommonBehaviouralPaPernsa. TheExclusiveProjectManagerb. TheUnempoweredProjectTeam
Teammembers,opera4onalspecialists,businesspartners–anyonewhoisbestsuitedtoengage,basedonthetargetStakeholder’s...Situa4onInterestSpecialismExperiencePersonalstyle
Status
Youwillnevermakeitalone
Whoshouldengage?
SomecommonBehaviouralPaPernsa. TheExclusiveProjectManagerb. TheUnempoweredProjectTeam
Beinclusive.InvolvetheminStakeholderEngagementtoo!
Youwillnevermakeitalone
SomecommonBehaviouralPaPernsa. TheExclusiveProjectManagerb. TheUnempoweredProjectTeamc. TheDistantProjectSponsor
Youwillnevermakeitalone
• Howtheworkplaceischanging• Whydoweneedtoengagestakeholders?• Whatcausesresistancebystakeholderstocommittochange?• Whatcanwedotoinfluenceourstakeholders?
• Stakeholdermanagementprocess• Overcomingra4onalandemo4onalconcerns
• Whatstopsusfromengagingourstakeholders?• SomecommonbehaviouralpaPerns• AnewApptohelpyousaveJmeandgainbuy-in
Agenda
MyTopTenTipsforengagingStakeholders1. Establishyourworkingrela4onshipwithyourSponsor(seechecklist)2. Engageyourprojectteam!(seechecklist)3. Iden4fyyourprojectstakeholders(StakeholderManagementProcess)4. Contactasmanystakeholdersasearlyaspossible5. Gatheryourstakeholders’independentviewsofyourchangeproposal
intermsof• BusinessValue• BusinessRisk• BusinessPriority
6. SeekandevaluatetheirSugges4onsforrefiningyourproposal7. Makethemawareofotherstakeholders’views8. CreateanddevelopaProjectBrief,inclusively9. Think:Ethos,Pathos,Logoswhenpreparingtomeetyourstakeholders10. Considerflexingyourpersonalstyle(Insights™Discovery)
Youwillnevermakeitalone
MyTopTenTipsforengagingStakeholders1. Establishyourworkingrela4onshipwithyourSponsor(seechecklist)2. Engageyourprojectteam!(seechecklist)3. Iden4fyyourprojectstakeholders(StakeholderManagementProcess)4. Contactasmanystakeholdersasearlyaspossible5. Gatheryourstakeholders’independentviewsofyourchangeproposal
intermsof• BusinessValue• BusinessRisk• BusinessPriority
6. SeekandevaluatetheirSugges4onsforrefiningyourproposal7. Makethemawareofotherstakeholders’views8. CreateanddevelopaProjectBrief,inclusively9. Think:Ethos,Pathos,Logoswhenpreparingtomeetyourstakeholders10. Considerflexingyourpersonalstyle(Insights™Discovery)
Youwillnevermakeitalone
CTS Limited, Braham Lodge, 31 Ray Park Avenue, Maidenhead, Berkshire, SL6 8DZ Tel. 01628 771960 www.cts-consulting.co.uk
We find that . . .
Change projects are often started before stakeholders’ views and concerns are sufficiently understood
Stakeholders are often too busy to give much time to considering proposals for change Stakeholders’ early involvement in shaping a proposed change can build commitment and increase the chances of successful implementation
Stakeholders’ concerns can be managed, well before becoming serious barriers to progress
Nowadays, stakeholders are often many miles apart, even working in different countries and time zones
Got a great business idea? So how do you quickly get people onboard? Know the feeling? You or a colleague has a great idea for a business change, like an improved process, a new service or a revised product.
You need stakeholders’ early thoughts to shape your idea and gain their buy-in. But how can you easily do this, gauge their appetite for the idea and pinpoint where resistance lies?
Not easy when everyone is so busy.
Well, here’s a way you can quickly capture stakeholders’ views and judge the viability of your idea.
IdeaCheck is a laptop and smartphone App that you and your colleagues can use to
• Set out the idea and its potential value and costs • Seek the ratings and views of selected stakeholders on
• the Benefits, Risks and Priority • how your idea can be developed further
Once you have evaluated their feedback, IdeaCheck creates an editable Project Brief for those changes given the go ahead.
The process is simple, inclusive, transparent and online!
IdeaCheck helps you decide if an idea should be declined or proceed as a change project.
Could IdeaCheck help your business better manage its ideas for change projects?
To explore this further, call Laurence Davidson on 07765 238703 or via email at [email protected]
To register, go to www.ideacheck.co.uk
Propose� Consult Collate Evaluate Refine Decline Proceed
70
Thisappenablesyouto• Proposeyourideatoselectedprojectstakeholders• Engagetheminevalua4ngitsValue,RisksandPriority• Capturetheirsugges4onsfordevelopingyouridea• Evaluatetheirinputandrefineyouridea• DecidewhethertoDeclineorProceedasaproject• EdittheautomateddrabProjectBrief-andpublish!
Allbeforecommigngcostly4meandresources
IdeaCheck
Glossaryofterms
WhatdowemeanbyaStakeholder?
Anygrouporindividualwholeads,influences,orisaffectedbyabusinesschange
WhatdowemeanbyStakeholderManagement?
Thesystema4ciden4fica4on,analysis,planningand
implementa4onofac4onsdesignedtoengage
stakeholders
Glossaryofterms