How do you empower stakeholders to make decisions at the partner level?

1 Identify your partner-level stakeholders

The first step is to identify who are your partner-level stakeholders, and what role they play in your project or initiative. Partner-level stakeholders are those who have a significant influence or authority over the project, and who can affect or be affected by its outcomes. They may include senior executives, sponsors, clients, regulators, or other external parties. To identify them, you can use a stakeholder analysis matrix, which maps stakeholders according to their power and interest in the project. This will help you prioritize your engagement efforts and tailor your communication and consultation methods.

2 Understand their needs and expectations

The next step is to understand what your partner-level stakeholders need and expect from you and the project. This will help you align your goals and objectives, and address any potential gaps or conflicts. To understand their needs and expectations, you can use a stakeholder engagement plan, which defines the purpose, scope, frequency, and format of your interactions with each stakeholder group. You can also use a stakeholder expectation management matrix, which captures the current and desired level of satisfaction of each stakeholder, and the actions required to close the gap.

3 Involve them in the decision-making process

The third step is to involve your partner-level stakeholders in the decision-making process, and empower them to contribute their ideas, feedback, and expertise. This will help you build trust and commitment, and leverage their knowledge and insights. To involve them in the decision-making process, you can use a stakeholder participation matrix, which specifies the level of involvement of each stakeholder group in each phase or activity of the project. The levels of involvement can range from inform, consult, involve, collaborate, to empower, depending on the degree of influence and responsibility that you want to delegate to them.

4 Communicate clearly and transparently

The fourth step is to communicate clearly and transparently with your partner-level stakeholders, and keep them informed and engaged throughout the project lifecycle. This will help you avoid misunderstandings and surprises, and ensure that they are aware of the progress, challenges, and achievements of the project. To communicate clearly and transparently, you can use a stakeholder communication matrix, which outlines the key messages, channels, frequency, and responsibilities of your communication with each stakeholder group. You can also use a stakeholder feedback loop, which enables you to collect, analyze, and respond to the input and concerns of your stakeholders.

5 Manage their risks and issues

The fifth step is to manage the risks and issues that may arise from or affect your partner-level stakeholders, and mitigate their impact on the project. This will help you prevent or resolve conflicts, and maintain a positive and productive relationship with them. To manage their risks and issues, you can use a stakeholder risk register, which identifies the sources, likelihood, impact, and response strategies of the potential risks and issues that may involve your stakeholders. You can also use a stakeholder issue log, which tracks the status, actions, and outcomes of the issues that have occurred or are ongoing with your stakeholders.

6 Recognize and reward their contributions

The sixth and final step is to recognize and reward the contributions of your partner-level stakeholders, and acknowledge their value and support for the project. This will help you foster a sense of appreciation and loyalty, and encourage them to continue their involvement and cooperation. To recognize and reward their contributions, you can use a stakeholder recognition plan, which defines the criteria, methods, and frequency of your recognition and reward activities for each stakeholder group. You can also use a stakeholder satisfaction survey, which measures the level of satisfaction and feedback of your stakeholders at the end or after the completion of the project.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?