The_Essential_Manager_s_Handbook

WORKING AT RELATIONSHIPS / 111

OUTSIDERS

These people are a low

priority; however, you

should regularly inform

them about progress to

manage expectations.

POSSIBLE ADVOCATES

Stay close to this group at

all times and keep them

well informed. They can

help your cause and ward

off possible sabotage.

INSIDERS

Consult closely with this

group when setting your

goals and schedules.

Ensure these people’s

needs are represented.

POSSIBLE SABOTEURS

These people have little

to lose by being disruptive.

Forge close relations

with them: monitor their

sentiments and actions.

Analyzing stakeholders

Pinpointing key relationships

You cannot hope to forge a strong

relationship with everyone in your

organization. As a leader, you need

to concentrate your efforts on key

stakeholders—those people who have

the biggest investment in a project, or

whose influence can help or hinder

progress. To identify key stakeholders,

start by asking yourself and your team

who will gain or lose the most from your

actions, and who is in a position to affect

success. Be sure to consider internal and

external parties, including suppliers,

customers, directors, and in-house

departments. Next, plot all the

stakeholders on a chart, similar to

that below, so you can more clearly

assess the importance and type of

relationship you should establish

with each type of stakeholder.

Who will gain or lose from

your actions, and who is in a

position to affect success?

HOW MUCH OF A STAKE DO THEY HAVE IN THE PROJECT?

HOW MUCH INFLUENCE DO THEY HAVE?

HIGH

HIGH

LOW

LOW

US_110-111_Working_at_relationships.indd 111 30/05/16 3:02 pm