Stakeholders: who they are (Part 2)
How influence stakeholders
To capture the degree of influence and level of interest of each stakeholder over the relevant or possible objectives make an Importance/Influence Matrix.
Make a Matrix
How it works? The square divided into 4 quadrants. It’s like the Eisenhower matrix, isn’t it?
The horizontal axis: Influence — the power of a stakeholder has to facilitate or impede the achievement of an activity’s objective. On the right there are stakeholders with a strong influence. On the left — with a weak one.
The vertical axis: Importance — the interest of a stakeholder to achieve an activity’s objectives.
Step-by-step:
- Identify the most important stakeholders.
- Mark the stakeholders on the Matrix.
- Mark those who are strong, powerful and interested in the project (Ideally, a sponsor or an investor).
The first quadrant — “high importance/ high influence”. These are the vitality of the project — strong and influential supporters.
The second quadrant — “high importance/ low influence”. These people are our reserve for the first quadrant. They need to be promoted and given more influence.
The third quadrant — “low importance/low influence”. These are against the project, but they cannot seriously interfere with it. They need to be kept under observation. Try to “drag it to your side”, to the second quadrant.
The fourth quadrant — “low importance/high influence”. These are the strong and influential enemies of the project.
The manager need to work with strong and influential enemies through strong and influential supporters. Let’s say your competitor wants to get your developers to join his/her/their side. The manager can raise the developer’s salary using the investor’s interest to keep them. If it works transfer them to the first quadrant — this way they will become more powerful and loyal.
Make notes
Note the most complete information: full name, position, opportunities, tasks, external/internal role, his/her/their influence on the project, your influence on him/her/them. The influence on the project can be estimated in points.
Mr. Fedorov, Investor: the influence: ten out of ten — may not donate the money.
Mr. Sokhnenko, Junior Designer: the influence: two out of ten — can disrupt the deadlines.
Transfer the data we collected to the matrix.
Analyze the results
In each case, the analysis will be individual, but there are basic questions that will help you break the ice if your head is empty.
- Which of them much easier to get to our side?
- Which of them much more difficult to get to our side?
- Who can’t be controlled (influenced)?
- Which of «ours» can influence the «non-ours» and how?
Figure out a picture: what are the tools for influence
modeling — construction of the conditions you want in the relationships;
consultations — interviews with people about their needs and how we can influence the situation;
appealing to values and morality — appeal to the moral values of a person (“will it be fair?”) or to your relationship (“we have been partners for a long time”);
building alliances — create temporary and long-term alliances;
exchange — quid pro quo (“what for what”)
legitimization — refer to the established rules, norms, business traditions to justify the importance and fairness of your proposals;
logical persuasion — build a system of arguments with evidence and conclusions.
The problem is…
Work on influencing stakeholders never ends, and the matrix is constantly updated. You have successfully influenced someone — someone has given you an unpleasant surprise. New “characters” appear in the matrix, and the old ones navigate according in the coordinate system.
Therefore, it cannot be ignored. It is necessary to “keep your finger on the pulse”.
In conclusion
Company-stakeholders or project-stakeholders are the same people as everyone else, with their own plans, goals, desires and biases. By identifying important and not very important people involved in your business, you can more clearly see social connections, hidden dangers and prospects. Having prescribed this complex ecosystem a Project manager will get a map of future actions to influence the “friends” and “enemies” of the project. Be the way the last ones may be quite a few because even critics and competitors often benefit the project.
