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Influence Strategy

Use: Once the team knows who the key stakeholders are, the hard work begins to develop a strategy to gain their support. This simple planning tool can help the team assess each stakeholder’s issues and concerns that need to be escalated to a higher level of support for the project, and set a strategy for doing so. Taking the time to talk about the concerns that are important to each key stakeholder, and agreeing this with the person involved, is time-consuming but critical to developing a strategy for impact. In this example, the problem is something that the stakeholder feels strongly about without any initiative to change (eg: A Purchasing Manager will certainly have many problems with effective supplier management). however, each participant will have one or more concerns about the change initiative itself (for example, the same Purchasing Manager may be concerned that the change initiative does not undermine his initiative that involves training employees in the new supplier management process).

Once the key stakeholders are known and their political positions have been discussed (and verified), the task becomes one of building an effective strategy to influence them to strengthen, or at least maintain, their level of support. The team’s task is to determine what their problems and concerns are, who can best influence each person, and how best to influence them (one-on-one, informal, demonstrations like site visits, etc.) .

How to Steps:

1. List the key stakeholders to be affected. Remember that even if an individual is already moderately or strongly supported, they will have issues and concerns that need to be addressed by the team.

2. Discuss the issues and concerns of each side and agree on a method to correct these misunderstandings.

3. Define “success” for each participant

(eg: continue to play a key role in organizational decision-making, etc…)

4. Once the team has established its understanding of the issues and concerns of the stakeholders, it is time to proceed with developing an impact strategy. At this point, it is often useful to consider several aspects of the influence process that may not have been considered previously:

A. What is this person’s “style”?

(Example: are they a statistical person who will most likely be swayed by the data?)

B. What history should be taken into account when we talk about this person? (or, does she/he have a problem with one of the team members that might make it difficult to support the initiative?)

C. Is there a part of the change initiative that, if we could give it to this person, would generate their support?

5. Ensure that the tasks that will ensure that the influence strategy will be implemented properly and on time are carried out.

6. NOTE: Some teams combine this discussion with formulating their communication campaign for change.

Timing: Every time the team discusses a key contributor that support should be the same.

Tips:

– This tool is very straightforward and easy to understand.

– The only trap that some teams fall into is around the strategy itself.

– It is necessary to think carefully about who will have the most influence on this person, what is the nature of the message to be delivered, and how and when to start the process of influence.

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