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The ultimate guide to managing and influencing stakeholders

By Anurag Bhalla

The ultimate guide to managing and influencing stakeholders

Is it possible that the fate of your entire project hinges on understanding and influencing just one or two critical stakeholders? It only takes one influential stakeholder to mention something to the CEO or executive sponsor, and a project can be closed down.

With a finite pool of capital allocated for projects and large volumes of initiatives vying for funding, the executive team needs to place their bets on projects they feel have the greatest chance of delivering the defined ROI. Developing a theoretical business case that demonstrates the value of doing something is straightforward, but what the organisation is betting on is the project team’s ability to execute successfully and navigate the issues and risks that will undoubtedly emerge. Therefore, building confidence and gaining trust is critical to keeping your project alive.

Misaligned expectations due to poor stakeholder management can also obstruct project progress reporting, with unclear updates risking project failure. For instance, unrecognized efforts against unforeseen challenges can skew stakeholder perceptions, viewing achieved milestones as standard rather than exceptional.

This disconnect demands extensive effort to correct perceptions and rebuild confidence, underscoring the importance of transparent, ongoing communication to align expectations and showcase true progress amidst challenges.

Here’s our simplified 3-step plan to help you get it right

Step 1: Network mapping 

The first step to stakeholder management is mapping your network or more specifically the network relevant to the project you are working on.

For a project, you should include all individuals, departments or organisations that have any involvement, stake, contribution or influence on the project. These can be internal to the organisation or external, such as a supplier or delivery partner.

The idea is to identify connections and links between your stakeholders – this will allow you to come up with strategies on how to influence and manage them in the future.

For example, in the figure above there is a simple network map example of how you may be connected to the CEO. There is a standard route that is likely to follow the project or company hierarchy but there is also an informal route presented by a connect with the CEOs EA.

It is important to have identified these two routes of influence so that they can be utilised at the right time for different purposes.

The EA connect could be used to find time in the CEO’s calendar, gain faster sign-off of a decision, document or payment, understand their mood/state of mind or find out if they will be attending a particular meeting.

In addition, by mapping the more formal route, you are able to see how information may flow to the CEO, this will also help you identify the need and importance of building a relationship with all the stakeholders between you and the CEO who you don’t already have an established connect (in this example, the Division MD and business director), in order to have a more direct route of influence.

For you to successfully influence the CEO, you cannot rely on information flowing through multiple stakeholder layers, therefore you must create fast track routes. In the example below, there could also be other non-obvious routes, for example, shared family and friends or activity connections such as going to the same gym. These can also be used where appropriate.

Step 2: Stakeholder segmentation 

Once you have a network map, all internal and external stakeholders relevant to your project should be mapped in your diagram. Remember, these can be individuals, organisations or departments, as well as internal or external.  

In the next stage, all these parties must be categorised to devise a stakeholder management strategy and plan. This allows you to first develop a segment level strategy before moving to an individual stakeholder strategy if required. 

To categorise or segment your stakeholders you can use a simple 4 box model that uses two key axes, ‘interest of stakeholder’ and ‘influence of stakeholder’ – see below.

Feel free to play around with the segments or axis, the key is to create differentiated stakeholder groupings. In the figure below the groupings have then been allocated a high-level management category – Consult, Actively Manage, Monitor and Engage. These categories reflect the appropriate management style based on the level of interest and influence of a stakeholder.  

Step 3: Stakeholder management plan 

Once you have your stakeholders segmented, you can begin to devise a more detailed plan. The prime objective is to ensure that no stakeholders become a risk to your project delivering time, quality and cost expectations of the project brief or achieving the benefits outlined in the business case.   

A plan, like the simple example provided below, creates a focal point and provides a structured method for managing high volumes of complex stakeholder relationships.

It is important to note that stakeholder segmentation can change during the project, this can be caused by a change in which phase the project is in, re-structures or role changes as well as simple changes in a stakeholder’s attitude.

Therefore, this must be something that is actively managed as opposed to an exercise that is done at the start of a project and then forgotten about. 

By diligently applying these steps in stakeholder management, you not only safeguard your project’s trajectory but turn stakeholder dynamics into a strategic advantage. This way you ensure your project not only survives, but thrives, in the complex ecosystem of interests and influences.

About the author

Anurag Bhalla is Co-founder & Managing Director APAC at Outsized. He was Director of Innovation, Emerging Markets, at global insurer Legal & General, leading the development and go-to-market strategies of innovative propositions across Asian and African markets. He was later a consultant with a focus on innovation, proposition design, and venture building at Market Gravity and Monitor Deloitte. At Outsized he first built the India business, before moving to Singapore to lead the APAC region.