the anti-sponsor, and other animals difficult stakeholders
TRANSCRIPT
Clarity for complex changeClarity for complex change© 2015 XceedGroup
The Anti-Sponsor..and other animals Difficult Stakeholders
Jake Holloway
Clarity for complex change
15/04/2023
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“I want you to know that this project shouldn’t exist and I will oppose the final
recommendations, whatever they are” (Project Sponsor)
Truth or Fiction?
True
Clarity for complex change
15/04/2023
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Truth or fiction?
“We think you have lost it as Project Manager and we’re telling everyone
you’re incompetent behind your back”(Project team members)
50% true
Clarity for complex change
15/04/2023
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Truth or fiction?
“We’re not interested in the new IT system,
however good it is. We like the old way just fine”
(Internal customers)True x 1
00
Clarity for complex change
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Truth or fiction?
“The system of project gates I designed is
perfect. Should your Project fail to meet them in any way, the sanctity
of my processes infinitely outweighs the value of your Project”
(PMO Manager)
True-ish
Clarity for complex change
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Truth or fiction?
“My job is to make as much money out of this contract as possible. I don’t care if the project misses schedule or quality objectives – and I want it to cost more”
(External supplier)`
Fiction, sadly
Clarity for complex change
15/04/2023
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This behaviour is real - why are they so difficult?
How do we deal with them?Is dealing with them really a part of Project Management?
My three questions..
Clarity for complex change
15/04/2023
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They have other priorities and serve other masters
Stakeholders are peopleIrrational, selfish, tribal, proudThey like other people, authority, influence, money, status
Sometimes don’t like other people, and they don’t like Change
What’s the problem?
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Example Difficult Stakeholder types
Lack of support
Infl
uen
ce
Clarity for complex change
15/04/2023
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Project Managers should make projects a success
Project Managers should manage Stakeholders
Therefore we have to do something about their difficult behaviour, but what?
What to do?
Clarity for complex change
15/04/2023
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From Managing Successful Projects with PRINCE2 TM
“Leadership, motivational skills and other interpersonal skills are immensely important but impossible to codify in a method… For this reason, PRINCE2 cannot address this aspect of project management directly.”
What does PRINCE2 say?
Clarity for complex change
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Dealing with Difficult Stakeholders
Lack of support
Infl
uen
ce
Clarity for complex change
15/04/2023
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Take your emotions out of the equation, so you can deal with theirs
Treat all stakeholders as distinct individuals and groupsUnderstand real objectives, actual
opinions, objections, prejudices, relationships and other priorities
Use your positive stakeholders Marginalise your negative ones
How?
Clarity for complex change
15/04/2023
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With groups - think like an AdvertiserDesign messages to address feelings
Use their channels to connect(please, no more project newsletters)
Measure reach, opinion, recall, level of engagement, satisfaction, behaviours
How?
Clarity for complex change
15/04/2023
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With individuals - behave like a SalespersonFocus on persuasion and changing behaviours, not just ‘engagement’
Use sales techniques to manage their decision-making process
Use persuasion science to motivate them
How?
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Surely projects deliver change? Project Management should cover
everything, not just the easy bits We need to adopt and codify
Tools and techniques from Sales and Marketing
Research from Social Psychology and Persuasion scienceE.g. Social proof
Is this not Change Management?
Clarity for complex change
15/04/2023
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Understand requirements
Engage, Consult, Inform
In summary
Understand feelings, connections, other priorities
Influence, Persuade, Enlist
Empower or marginalise
Clarity for complex change
If you want to hear more
Gower “Advances in Project Management” series
Publication due: July ’15
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