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




•  Whatstopsusfromengagingourstakeholders?•  Somecommonbadprac4ces•  AnewApptohelpyousave4meandgainbuy-in

Agenda

1965 2015

Environment•  Increasingcomplexity•  Increasingglobalisa4on•  Increasingautoma4on•  Increasingconnec4vity•  Increasingchange

People•  Increasingdisloca4on•  Reducingavailability?•  Increasingdistrac4on?•  Decliningownership?•  Others?


Howtheworkplaceischanging


...reducingavailability?

...Increasingdistrac4on?


...decliningownership?

...Increasingindifference?

AlfRobensNCB


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?


Howtheworkplaceischanging?


•  Howtheworkplaceischanging.•  Whydoweneedtoengagestakeholders?•  Whatcausesresistancebystakeholderstocommittochange?•  Whatcanwedotoinfluenceourstakeholders?


•  Whatstopsusfromengagingourstakeholders?•  SomecommonbehaviouralpaPerns•  AnewApptohelpyousave4meandgainbuy-in

Agenda

Source:Newton’s3rdLawofMo4on1636


•  Wehumanshaveaninnateresistancetochange•  Stakeholders’understandingoftheprojectisobenunclear•  Theyhavedifferingexpecta4onsandconcerns•  Theycangenuinelyforgetwhatwasoriginallyagreed•  Theycanchangetheirmindsonwhattheywant•  Theymaybeindifferenttootherstakeholders’needs

•  Theyareunawareoftheamountofplanningandeffortinvolved•  Theyexpecttheprojecttobedelivered‘yesterday’•  Somestakeholdershavesignificantinfluence


Whydoweneedtoengageourstakeholders?





Agenda

Iknowsomethingischanging

Iknowwhatitis

Iknowtheimplica2onsforme

I’lllookatdoingitthenewway

I’lldoitthenewway

Thisisthewaywedothings

ThisisthewayIdothings

AwarenessUnderstanding

Engagement

Acceptance

Commitment

Internalisa4on

Contact

PreparaJonPhase

Acceptance

Phase

Commitment

Phase


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


ChangeAliena4onCurve

Source:DavidsonaberPaterson-Connor


1.Theprojectteamfailstomakemeaningfulcontactwithstakeholders.Theydon’tengagethemandconsultthemappropriately,failingtounderstandtheirneedsandexpecta4ons–segnguptheprojectforfailure


Sixpointsofprojectfailure


2.Havingcontactedstakeholders,wefailtocreateadequateawarenessofthedriversforthechangeortherealbenefitsoftheselectedsolu4on.




3.Stakeholdersmaybeawareofthechangethatistotakeplacebutfailtounderstanditfully–orworse,theymisunderstandit.Thisleadstoscep4cism,cynicismandrejec4on.




4.Stakeholdersmayunderstandthechangebuttheymaynotlikeit.Theirconcernsmaybeperceived–i.e.emo4onalreasonslinkedtofearofchange-orrealconcernsarisingfromgenuinenega4veoutcomesforthemorforpeopletheycareabout.




5.Despiteposi4vepercep4ons,thechangemayberejectedpriortocommitment.Thiscouldbeduetonewconstraints,shibingpriori4esoralackoforganisa4onalwill.




6.Commitmentdoesnotalwaysleadtosuccessfulchange,wherethenewwaysofworkingbecome“Thewaywedothingsaroundhere”.Allsortsoffailings–withintheprojectandoutside–canpreventthefullbenefitsoftheprojectbeingrealised.







Agenda


1.   IdenJfy2.  Evaluate3.  Map4.  Plan5.  Act6.  Review

Process

TestManager

RavPatel

EndUserGroup

RepDaveWaring

StakeholderManagement


1.  Iden4fy2.   Evaluate3.  Map4.  Plan5.  Act6.  Review

Process

Influ

enceontheproject

H

L+- Agtudetotheapproach/outcomes

oftheproject




1.  Iden4fy2.  Evaluate3.   Map4.  Plan5.  Act6.  Review

Process

Influ

enceontheproject

H


oftheproject



1.  Iden4fy2.  Evaluate3.  Map4.   Plan5.  Act6.  Review

Process

Influ

enceontheproject

H


oftheproject



1.  Iden4fy2.  Evaluate3.  Map4.  Plan5.   Act6.  Review

Process

Influ

enceontheproject

H


oftheproject



1.  Iden4fy2.  Evaluate3.  Map4.  Plan5.  Act6.   Review

Process

Influ

enceontheproject

H


oftheproject



D V F R

Source:DavidGleicher

D=Dissa4sfac4onwiththecurrentsitua4onV=VisionofthechangebeingplannedF=Firstprac4calstepstowardsimplemen4ngthechangeR=Resistancetochange-individual,team,organisa4onlevel


ChangeReadinessFormula

“I’mhappythewayitis–noneedtochange”“Therisksfaroutweighthebenefits”

“Wedon’thavetheskillstomakethechange”“Itwillinvolvetoomuchresource”

“Wetriedthisbefore.I’mfedupwithchanges”“Thisiscareer-limi4ngforme,personally”

“Can’tthechangesbeachievedgradually?”“Mystaffwillleaveifwemakethischange”

“Iwouldratherthecostbespentelsewhere”“Thequalityofourworkwillsuffer”


D V F R

+ +

+

+ +

+ -

+ -

+ -

+ +

+ + -

+ -

-

ChangeReadinessFormula



•  Stakeholdermanagementprocess•  OvercomingraJonalandemoJonalconcerns


Agenda

Overcomingra4onalandemo4onalconcerns1.RaJonalconcerns


•  “Idon’tunderstandthechangeandwhyit’simportant”•  “Idon’tknowhowitimpactsonmeandmyteam”•  “Idon’tunderstandthebenefitsorseethevalue”•  “I’mconcernedabouttherisks”•  “Idisputeyourresearch”•  “Idon’tagreethepriorityforthis”•  “Idon’tagreeyoursolu4onandapproach”

Butgainingbuy-inobengoesbeyondbeingra4onal...

Mostcanbeansweredbyexplainingoutputsoftheprojectmanagementprocess.

Overcomingra4onalandemo4onalconcerns2.EmoJonalconcerns


•  “Mygutins4nctsays‘no’”•  “ItdoesnotconformtowhatIhaveexperienced”•  “Idon’treallyknowyou/trustyou”•  “Itweakensmyposi4on”•  “Iwilllosecontrol,resource,etc.”•  “Ithinkthiscutsacrossourvalues”

Fewoftheseconcernscanbeallayedbyoutputsfromtheprojectmanagementprocess

Overcomingra4onalandemo4onalconcerns2.EmoJonalconcerns


•  “Mygutins4nctsays‘no’”•  “ItdoesnotconformtowhatIhaveexperienced”•  “Idon’treallyknowyou/trustyou”•  “Itweakensmyposi4on”•  “Iwilllosecontrol,resource,etc.”•  “Thisreallycutsacrossourvalues”

a.   MentalpaVerns-->intuiJvethinkingb.   MentalpaVerns-->blindspots

c.   EmoJonaltags•  Uncertainty•  Perceivedlackofautonomy•  Perceivedloss•  Perceivedlackofunfairness

Overcomingra4onalandemo4onalconcerns




Aristotle’sthreemodesofpersuasion

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

61,864,015votes


Inpreparingtoengageastakeholder,whatcanyoustrengthen?Ethos:•  Yourcredibility,authority,competenceandpersonalstyle.

Pathos:•  Yourappealtostakeholders’hopes,fearsandperceivedloss.

Logos:•  Yourevidence,analyses,plans,reasonedconclusions.



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


So,whatareimportantpersonalqualiJesneededforeffecJveStakeholder

Engagement?

inclusive,respecrul,curious,open,empathic,opportunis4c,asser4ve,logicalandclear

....andkeySkills?

listening&ques4oning,coaching,presen4ng,visioning,reasoning,influencingand

nego4a4ng





Agenda

Whydon’tweengagestakeholderseffec4vely?PersonalviewOurconscience


•  “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!




•  Whatstopsusfromengagingourstakeholders?•  SomecommonbehaviouralpaVerns•  AnewApptohelpyousave4meandgainbuy-in

Agenda

SomecommonBehaviouralPaPernsa.  TheExclusiveProjectManager



SomecommonBehaviouralPaPernsa.  TheExclusiveProjectManagerb.  TheUnempoweredProjectTeam

Teammembers,opera4onalspecialists,businesspartners–anyonewhoisbestsuitedtoengage,basedonthetargetStakeholder’s...Situa4onInterestSpecialismExperiencePersonalstyle

Status


Whoshouldengage?

SomecommonBehaviouralPaPernsa.  TheExclusiveProjectManagerb.  TheUnempoweredProjectTeam

Beinclusive.InvolvetheminStakeholderEngagementtoo!


SomecommonBehaviouralPaPernsa.  TheExclusiveProjectManagerb.  TheUnempoweredProjectTeamc.  TheDistantProjectSponsor




•  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)


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)



www.ideacheck.co.uk

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

69

WhereveryourpeopleWhateverthe4mezone...

Proposeanddevelopyourbusinessideas

IdeaCheck

70

Thisappenablesyouto•  Proposeyourideatoselectedprojectstakeholders•  Engagetheminevalua4ngitsValue,RisksandPriority•  Capturetheirsugges4onsfordevelopingyouridea•  Evaluatetheirinputandrefineyouridea•  DecidewhethertoDeclineorProceedasaproject•  EdittheautomateddrabProjectBrief-andpublish!

Allbeforecommigngcostly4meandresources

IdeaCheck

Glossaryofterms

WhatdowemeanbyaStakeholder?

Anygrouporindividualwholeads,influences,orisaffectedbyabusinesschange

WhatdowemeanbyStakeholderManagement?

Thesystema4ciden4fica4on,analysis,planningand

implementa4onofac4onsdesignedtoengage

stakeholders

Glossaryofterms