Vous êtes confronté à une dynamique de pouvoir avec des parties prenantes de haut niveau. Comment pouvez-vous les naviguer efficacement ?

To truly understand and manage the power dynamics in interactions with senior stakeholders, start by observing the environment and gathering relevant information. Ask yourself questions like: Who are the key decision-makers? What are their primary concerns and objectives? How do they prefer to communicate? Understanding the power dynamics at play is the first step in managing your interactions with senior stakeholders effectively. Recognize that power can stem from various sources, such as positional authority, expertise, or relationships.

Understand Their Perspective Build Credibility and Trust: Establish yourself as a reliable and knowledgeable professional. Communicate Clearly and Concisely: Senior stakeholders value their time, so be direct, clear, and concise in your communication. Listen Actively: Show genuine interest in their feedback and concerns. Adapt Your Communication Style: Tailor your communication style to match the preferences of each stakeholder. Show Value and Impact; Build Relationships and Find Allies; Stay Calm and Confident; Be Flexible and Willing to Compromise: Demonstrate Long-Term Vision: Senior stakeholders often think about long-term implications.

If you are in an executive role, the dynamics will most likely already be established. The key will be integrating, then influencing.

FYI the current senior stake holders and hierarchy which you are requesting to respect has to change. The reason being, every service based management is just used to a single thought - milk the client like a cow. How drastically tech had improved and automations can be made in an instant 😂🤣😂 And they ask us to make PPTs just to survive client visits. Guys please wake up to reality, the people with power are wrong and to be honest you want people like them or else you will be bored. And here you are asking ways to navigate - people are so used to it that this survey it self is illogical. Since ancient times people know how to navigate way better than an AI. That’s y we are still slaves to the thought of society and life cycle. Peace Out.

To start building relationships at a senior level, I've actively listened to stakeholder concerns and asked them the real value of their perspectives. I've demonstrated my understand by creating shared visions, fostering open collaborations and use of facts to challenge status quo. This has helped me build genuine connections and influence decisions.

Getting to the point is important. In the military we used to call this the BLUF- Bottom Line Up Front. What message are you trying to convey? Get to the point and relate it to the business. If you want something, then make it clear in your communication; something like a call for action. Finally, know the audience you’re addressing and what is important to them and tailor your brief accordingly.

One thing I have learnt is that it is important to know who your audience is and adapt your communication style accordingly. The basis is building trusted relationships. Explaining things succinctly, in non technical terms and taking feedback constructively helps you go far. An oldie but a goldie recommendation is the book How To Win Friends and Influence People.

Retrospektiv gesehen war und ist „radical transparency“ mit das wichtigste. Sei stets straight, sei immer ehrlich und versuche keine Versprechen zu machen, die weder du noch jemand drittes halten kann und muss. dann musst du dir auch keine Geschichten merken, verstrickst dich nicht in Storylines und kannst immer ganz du selbst sein. für einen relativ faulen Menschen wie ich einer bin, macht es das sehr einfach. die kultivierte Faulheit gibt Freiheitsgrade der besonderen Art. Denk drüber nach …

Clear communication is key when interacting with senior stakeholders. Keep your message brief, confident, and easy to understand, avoiding unnecessary jargon, slangs. Be proactive in addressing concerns and transparent in presenting ideas. Respond to feedback positively, and you'll build credibility while encouraging productive discussions.

Early communication of below aspects are very useful to survive and handle power dynamics 1. Project/ Task scope and priorities, 2. Resource constraints 3. Project planning 4. Regulatory guidelines 5. Technology/Infrastructure capabilities 6. Risk identified and mitigation plan 7. Stakeholder roles and responsibilities Above list are usually the pain points which originate as a project gets initiated and gradually moves towards launch. These also apply to business operations and business as usual activities. If communication and clarity is maintained w.r.t to the above areas it becomes easy to manage stakeholder power politics. All email responses received and major discussions on above seven aspects can us steer clear.

Influence thrives on aligning goals, understanding stakeholders' motivations, and building trust. Effective timing, patience, and persistence are crucial for driving lasting impact and navigating power dynamics.

Seeking feedback from senior stakeholders offers valuable insights into your performance and how you can improve. Encourage open dialogue by asking for their opinions and ideas. Be receptive to their advice and show appreciation for their guidance. This helps refine your strategies and shows your commitment to growth and collaboration.

Adapting your approach to different power dynamics is key when dealing with senior stakeholders. Each may prefer a unique style of communication, so stay flexible and tailor your interactions accordingly. While adjusting your methods, always stay true to your core values and goals. By being observant and agile, you can effectively navigate complex hierarchies and maintain strong relationships with authority figures.