HOW TO USE THIS LEADERSHIP TOOL
“Now that we’ve reached agreement, all we need is to get everybody else to agree with us.”
Ashleigh BrilliantThe roles, interests, and influences of various stakeholder groups come into focus when
mapped around a given change proposal or project. You can draw a map using the stakehold-
er categories on the worksheet provided or by drawing freehand. You’ll find these guidelines
helpful, regardless of how you draw your map.
- Sketch out a first draft of your stakeholder map.
- Involve others on the project team in this mapping and planning process.
- Group people into stakeholder groups on the basis of whether they would general-
ly see your project in the same way. You may be surprised when an unexpected
interest group surfaces using this mapping process. However, this is a good thing.
Now you can plan to consider the new stakeholder group’s interests. This will pay
dividends later, when you request project approval and begin to seek out allies for
implementing the project. - Consider the stakeholders of your stakeholders. They can often help or hinder your
projects. - Draw arrows showing relationships and affinities among stakeholder groups.
- Complete your stakeholder map.
Ask these questions about each stakeholder group:
? Who are they? Give them a collective name that makes sense in your organization.
? What are their concerns compared to the other stakeholder groups? How critical
are these concerns to the project’s success?
? What is their current status? Are they informed and up to date? Are they support-
ive? Are any offside?
? What benefits would they see in this project? (Are they able to answer the ques-
tion, “What’s in it for me?”?)
? What problems would they see with this proposal or project? What reservations
might they see with the project? What are their major concerns about the project?
How might they be unsupportive of the project?
? Prioritize the significant stakeholder groups for this project. Not all interest groups
are in need of equal attention.
? Are you giving each interest group sufficient emphasis?
RELATED LEADERSHIP TOOLS
2.1 Systems Thinking 5.9 Resistance 9.7 Selling Wheel
5.1 Change Equation 6.3 Complex Situations 9.8 Selling Large Projects
FOR FURTHER ASSISTANCE
Heiman, Stephen E., Diane Sanchez, Tad Tuleja, and Robert B. Miller. The New Strategic Selling: The Unique Sales
System Proven Successful by the World’s Best Companies.Warner Books, 1998.
Hiebert, Murray. Powerful Professionals: Getting Your Expertise Used Inside Your Organization.Recursion Press, 1999.
Kotter, John. Leading Change.Harvard Business School Press, 1996.
158 SECTION 5 TOOLS FORLEADINGCHANGE