Having lived in Florida 30 years, I have had encounters with all kinds of snakes and even had a five-foot alligator that occasionally sunned itself by one of my palm trees. I asked my new neighbor how long he had lived in Florida. He replied that he had lived in Florida before and this surprised me because he leaves his garage door open hours at a time. I told him that I have already caught four small snakes this year in my garage with glue traps and I keep my garage door closed, only leaving a very small crack on the side of the door at its base, because like most garage doors it doesn’t seal perfectly. He thanked me, but still keeps his garage door open for hours at a time.
Latest "Stakeholder Management" Posts
Very often the program manager feels squeezed between the company’s goal of making a profit and maintaining high levels of customer satisfaction. That’s why the framing success is a must for the program manager must in terms both of his work with customers and or her leadership within the organization.
Make no mistake . . .framing success is critical and should be performed early and continually.
I know a program manager whose leadership team gave him two not-so-subtle hints about his relationship with the customer. The first hint was a cartoon picture of a dead man in a coffin. The caption read: “Here lies the program manager that gave the customer everything they wanted!” The second hint was a job application for the Salvation Army, since he obviously wanted to unselfishly serve the needy without adequate payment.
Change Management – Make your stakeholders feel like a winner
The Cleveland Cavaliers won the 2015/2016 National Basketball Association Championship. The parade was held last week and a crowd estimated at 1.3 million people turned out to celebrate. 1.3 Million! If you count the real champions (the number of people that actually played or coached in the games) and divide that by the number of people at the parade, the percentage of real champions at the parade is less than 0.002 percent. That means that 99.998 percent of the people simply felt like champions. Feeling like a champion is great and you didn’t even have to break a sweat. There is a simple but powerful lesson here in change management and that is:
You must make the entire stakeholder community feel like a winner!
Project and program managers need to identify all stakeholders connected with the program and on the supporting projects. William Congreve may have said, “Hell hath no fury like a woman scorned,” but you need to remember, “Hell hath no fury like a stakeholder scorned.”
Realize also that a stakeholder isn’t always a person. Often an organization has to be represented, in which case the organization as a whole is the stakeholder. But even when the stakeholder is more than one person, you must work to obtain single-point accountability for each stakeholding organization. Additionally, the accountable person should have the power (or be delegated the power) to make decisions in his or her stakeholder role. In this regard, smart leaders will use their influence to select stakeholder representatives that are easy to work with.
I recently surveyed five groups of project managers and asked them to prioritize the following stakeholder groups. In alphabetical order they are Community, Customers, Investors, Suppliers and Team Members/Employees.
The average ranking for all of the groups was 1. Customers, 2. Team Members/Employees, 3. Investors, 4. Suppliers and 5. Community. One of the groups had employees/team members ranked number one, one group had investors ranked number one and three of the groups had customers ranked number one.
The variation in the groups was not a surprise. I read the book Setting The Table: The Transforming Power of Hospitality in Business by Danny Meyer, chairman of the board of directors for Shake Shack. Why read a restaurateur’s book on hospitality?
A big part of leadership and project management is stakeholder management.