In Part 1 of Keeping Stakeholder Relationship on Course you identified your stakeholders, analyzed their impact and set an influence strategy. Here I will discuss how to implement your influence strategy.
Managing stakeholder expectations can feel like steering a boat through rough seas. The “seascape” around the project is constantly changing. In this article I introduce an approach for managing stakeholders to maximize support and minimize interference.
A change whose time has come will be implemented, whether you like it or not. Will you be in the boat or treading water while the ship sails by? Or will you be on the bridge piloting the ship?
Anyone who’s ever tried to quit smoking, eat less or exercise more knows that changing personal habits is hard. The more often we repeat a routine behavior, the less we need to think about it. That’s one reason why entrenched behaviors are notoriously difficult to change—they happen without thinking.
Wouldn’t it be great if you could focus on one or two simple behaviors that would lead to increased productivity, morale, and team spirit? You can, if you find the right behaviors to work on—keystone habits.
We cross a point of no return when we decide to take specific action towards achieving a goal. Until we are definitely committed to action, the danger is great that our goal will remain an armchair adventure.
Having the right tools in our toolbox dramatically increases our chance of success. However, relying on the same tool all the time will hinder performance. As the saying goes: "If all you have is a hammer, every problem looks like a nail."