Engaging your stakeholders

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What high performers do among project and program managers, and how to learn from them.

Text of Engaging your stakeholders

  • 1.What makes highperformers tick? What are the most important things for high achievers?What sort of things do they focus on? Are theseimportant things different from the rest of us focusupon? Several years ago we came across a discussion across blogs and discussion forums about whether high performers have some sort of internal mental checklist. The idea was that if we could find out what this was, distil it, codify it, and then copy it, we could all perform better. If only www.pearcemayfield.com

2. Our Crib Sheet ResearchSo we conducted a study into people leading andmanaging change project and program managers.Among this group were a sub-set who were regardedby their line managers has high performers.Our research showed that these people did not havethe same mental checklist or crib sheet but they didhave markedly different thinking and behavioralpatterns from the rest ofour research population, andconsistently so.We did discover that all high performers were relativelymore self aware they found it relatively easier toexplain what their priorities were. Whilst we wereunable to prove that these checklists were all the same.However, we did find a behaviour trait that was highlysignificant www.pearcemayfield.com 3. A Bias to RelationshipsBy tracking subjects time over a period of severalweeks, we observed how people spent theirdiscretionary time time they could choose to spend,rather than being required or driven by others.We found that the high performers were very different.They spent much of their discretionary time (40-80%compared to 8-16% among the rest) in relationships,talking to people. They seemed to seek out certaingroups and individuals, and converse with them,sometimes with apparently uncertain outcomes. Itappeared that the process of conversations withpeople in and around their change was seen as acrucial part of their success.www.pearcemayfield.com 4. Engaging Your StakeholderWorkshopAs we presented our research findings to variousconferences, people asked whether we would berunning a course to teach people these highercompetence behaviors.Our response was No, not a course but a workshop.We dont believe we can teach these practices, butwe can help people experience their power forthemselves. We can facilitate situations where peoplecan practice these approaches.www.pearcemayfield.com 5. Immediate ResultsBy taking this workshop approach, the results havebeen very encouraging. Almost immediately, peoplehave found that they have taken to the principles weshared. As they tried the practices we identified theyinvariable achieved very positive results.People who had been resistant became allies. Valuableintelligence was gained that improved projectperformance, and generally productivity increased.Heres just one delegates comment:"Following the workshop I scheduled coffee with acolleague from another department ... He will be ableto influence [his] group. I started with [applying oneof the principles you shared. As a result] hes settingup a focus group for me using his contacts and isbehind the proposed approach." Group MarketingManagerwww.pearcemayfield.com 6. Collaborative Approach The task of engaging your stakeholders doesnt need to rest all on your shoulders, nor should it. In this workshop you will explore how this is done within a team. You will discover how to mobilize and lead high performance teams in engaging a variety of stakeholders.Never doubt that a small group of thoughtful, committed citizens can change the world: indeed, its the only thing that ever has. Margaret Mead www.pearcemayfield.com 7. Engagement notmanagement We deliberately use the term "stakeholder engagement", not stakeholder management. With the engagement mindset, people are treated as people, not resources or blocks The evidence is that this yields far better results. We help you move from a merely transactional approach to stakeholders towards a relational and collaborative approach. Project success rates are dramatically increased, delays are reduced, and requirements met, through the counter-intuitive emphasis on engaging with people. www.pearcemayfield.com 8. Your Challenges are theContentThis workshop is designed in such a way that you haveopportunity to work on your own challenges withpeople in and around your project. Delegates leavewith concrete practical steps on their projects, that canmake an immediate difference to their success."Many thanks for the really useful and informative workshop yesterday in Oxford." Operational Managerwww.pearcemayfield.com 9. Avoids Irrelevant Theory As well as being practice-oriented, the material used in this workshop is principles-centred, in that we have identified for you a few key elements that always work. We have designed this workshop with a key learning objective of leaving you with the ability to take positive action immediately. Every delegate who has participated in this workshop rated its usefulness to the future performance of their job as "Very useful or "Extremely Useful". www.pearcemayfield.com 10. Online Resource ForumWe have built and developed a growing and rich resource set that supports you after the workshop. This contains a number of relevant files, templates, case studies, and discussions, all of which are freely available to you after the workshop.This is uniquely available to delegates on thisworkshop.www.pearcemayfield.com 11. Expertly Led You will find that your workshop leader is an experienced facilitator and subject matter expert. He or she will lead you through four key steps of our 7-step engagement model. Our experience is that delegates gain more value from our workshop leader by practicing various techniques and exercises. Although content-rich, at least 55% of the timetable is devoted to individual and group work, making this a deeply practical experience. Over 83% of delegates felt that the facilitator answered their questions "Very well" of "Extremely well"."The course was professionally presented and managed." Project Manager www.pearcemayfield.com 12. A Practical WorkReference One of our design aims was to avoid the usual aridPowerPoint copies so common in much managementtraining. Instead you will be given a 110-page full-colour "Practical Handbook". This is used as your corereference on the workshop. Our Handbook is designed and used as an ongoing practical reference for you after your workshop, with further references and practical tips. www.pearcemayfield.com 13. The Feedback Speaks for Itselfwww.pearcemayfield.com 14. Invest in Yourselfwww.pearcemayfield.com