CLAIRE MAHONEY • CONTENT WRANGLER • @WORDOFANERD
Move mountainsManage challenging content stakeholders
W O R K S H O P A C T I V I T Y
M E TA L K I N G
Y O U TA L K I N G
D I S C U S S I O N
Order of events
About me
Change enthusiast
A tech writer by any other name… IX, CX, button namer, user advocate
StrategistTo make the content worthwhile, there must be a strategy to deliver it
Communicator
Change is the solution and cause of all problems ad infinitum
Why this topic?
Co-operate
InfluenceConvincing people why they need me is my second job
Getting people to believe and act on my recommendations is my third job
Helping people to understand is my first job
Understand
All about relationships
Support
Saying what you mean and meaning what you say.
TrustBeing genuine and reliable, following up, listening and doing.
Communication
Being helpful and available.
Stakeholder types
Beneficiaries
Powerful and necessary backers of what you do. They hold you accountable.
PartnersAnyone with a role in what you do. PM, SME, content owner, techie.
Sponsors
Anyone who stands to benefit from what you do. A customer, a user, a consumer.
Stakeholder activity
• Strategic outcomes
• Planning & agreement
• Milestone reporting
• Risk management
• Financial reporting
• Troubleshooting
• Communication of strategy
• Planning consultation
• Timelines
• Agreement and buy-in
• Resource management
• Content delivery
• Scope management
• Exceptions
• Change management
• Etc.
• Requirements & objectives
• Adoption and change
• Success measurements
• Testing & surveys
Sponsors Partners Beneficiaries
Stakeholder hierarchy of needs
Partners
Sponsors
Beneficiary
Energy
Beneficiaries
Partners
Sponsors
Importance
Know thy self
Be a believer
Mysterious people with mysterious professions can be spooky. Explain who you are and what you do. To literally everyone.
Use your own credDon’t rely solely on sponsor or strategic cred to make activity happen. Tell real stories of how things happen, not just the ‘theory’.
Spread the word
Try to be the Typhoid Mary of CS and infect everyone with your love for the project. Belief is contagious.
Love your customer
Measure them
In all discussions, just talk and talk about customers and what they need
Meet themNothing is stronger than first-hand customer opinions
Talk about them
Use data to ‘prove’ things about customer requirements and satisfaction
Communicate with purpose
Clarify and confirm
Avoid jargon and speak the language of the person you are talking to. Not literally, unless you can.
Talk about communicationHave a scheduled conversation about how you communicate.
Choose words carefully
Remove any misunderstanding by making sure the person confirms their understanding about everything.
Feedback language
Using language like ‘I feel that…’ or ‘I think you are…’ can be perceived as judgemental. Avoid.
Talk ‘things’Avoid ‘I’ and ‘you’Make it about the work, the objects, the output.
No: Your content is not quite…
Yes: The content is not quite…
When you want to make a statement, ask a question.
Instead of: I think this section needs…
Try: Do you think this section meets the user’s need for…?
Use question-statementsReally, really try to understand their position and speak from a genuine desire to help.
Less: ‘I hear what you are saying…’
More: ‘I really want to make sure you are happy with the process…’
Empathise
Hard cases
Ask for help
If the relationship is very broken, consider writing it off and try to start again. Air everything.
RepairCall out the awkward elephant in the room and try to move the relationship into a new direction.
Write-off
Sometimes another person can unlock a difficult situation with new perspective. So share problems with someone you trust.
Does not understand content strategy
Appears to listen, but is slow to change
Skeptical of content strategy
Doesn't want to 'let go' of content
Wants to do things differently
Provides average quality content
Thinks their content is 'special'
Provides content late
Requests special treatment or exceptions
Other
Actively works against you
Is a bit uncooperative
Runs away from you screaming
0 3 6 9 12
Rank the top three 'issues' you have with stakeholders (only select 3). Feel free to add your own.
Identification
Person
What is their role in your project. How much influence?
ProblemWhat is their main problem? Don’t understand? Disagree? Won’t adapt?
Position
How does it manifest? Evasion? Lack of support? Open hostility?
Stakeholder doesn’t understand content strategy
Strategic leader
MarketingContent owner
Writer/SME
Product manager
Does not want to understand
Hinders the project through ignorance
Has other ideas
Is vocal/open about their skepticism
Mapping
Problem: Content owner does not understand CS. They think that you are trying to control their information. The content you get is low quality and not well-purposed.
Tactics: Set up a meeting to discuss the project and your role in it. Explain what is needed from them and why. Provide clear definitions of your roles, and set up a process to ensure activities ‘visible’ to them. Outline content quality requirements.
Behaviour: They need to feel in control of the process and be able to explain requirements to their team. You need to be able to approach them about the quality issues, and make sure they feel clear about everything.
Communication: Ask questions to probe their concerns. Be open and very attentive, record key points. Ask about their ideal outcome & get clear agreement about the next steps.
What language do you use?
Big Statement
Complete the individual sheet (5 mins) • Choose one problem
• Choose one stakeholder
• Grab a refreshment
Big Statement
Form groups based on the chosen problem • Approx 6 people per problem
• There can be multiple groups working same problem
Big Statement
Group task (20 mins) 1. Based on individual answers, nominate 2 stakeholders
2. Address the problem for each nominated stakeholder, by discussing and writing down the:
• Tactics - practicalities of what and how
• Changes - behaviours & attitude (yours and theirs)
• Communication style - Approach, language, words
3. Present your approach to the group
Changing the status quo
Tell your teamYou need support to change things. Make sure your team knows what and how things are going to be different.
Ask for thingsIntroduce some new habits that address your needs (not just theirs). Be transparent and what is changing, give notice, be super-clear.
Back yourselfThere’s a good reason to do things differently. Back yourself and be ready to explain your position.
Communicate the change
Define what you doYou need support to change things. Make sure your team knows what and how things are going to be different.
Articulate your approach Introduce some new habits that address your needs (not just theirs). Be transparent and what is changing, give notice, be super-clear.
Same song bookThere’s a good reason to do things differently. Back yourself and be ready to explain your position.
Use what you already know
Read moods and facesYou already know what fear and stubbornness feel like. Think about what you want (and don’t want) to hear when in a spot.
Adapt your approachApproach with empathy to the position the person is hearing things from, i.e. that mood or attitude.
Reinforce good behaviourAlways follow up on good behaviour with some kind of recognition or reward. It works with animals….
Celebrate what works
Share itKeep your team informed about what works
Record itWrite it down and make it part of processes
Do it againKeep on repeating it