The first step is to identify who your stakeholders are and what their level of influence and interest in the project are. You can use a stakeholder analysis matrix to map your stakeholders according to these criteria and prioritize them accordingly. For example, you may want to focus more on the stakeholders who have high influence and high interest, as they can be your champions or blockers. You may also want to identify the stakeholders who have low interest but high influence, as they can be your sponsors or critics.
In addition to utilizing the stakeholder matrix to identify your supporters or blockers it is also important to decide the level of engagement you will have with them. For example, stakeholders with high power/ high interest will require significant attention and engagement, while stakeholders with low power/ high interest need to be kept informed and satisfied.
The second step is to communicate your vision and benefits of the project to your stakeholders clearly and consistently. You need to explain why the project is important, what the goals and objectives are, how the project aligns with the organizational strategy and values, and what the expected outcomes and benefits are for each stakeholder group. You can use a project charter to summarize this information and share it with your stakeholders regularly. You can also use a benefits realization plan to track and measure the benefits of the project and report them to your stakeholders.
It is important to identify the relevant stakeholder in the planning phase of the project, then determine the level of involvement based on their roles. Coming up with a Stakeholder Management Plan including a stakeholder matrix and a communication plan for proper stakeholder engagement is vital. A communication plan outlines the type and frequency of communication needed, based on the stakeholders' roles. It is important to note that some stakeholders will want more frequent communication than what is typical. For example, I am now leading a project, and the sponsor and project owners are all involved in our weekly planning meetings. Many times, this could be advantageous, because people support what they create.
Research shows that organisations can become so stagnant (unchanging) that they require revolutionary changes to adapt successfully to the changing environment. Change helps an organisation reach its vision. Making change a core component in company policy allows an organisation to remain adaptable when the needs of the organisation fluctuate. Remaining flexible toward change allows an organisation to make the changes needed to fulfil the vision. Organisations also benefit from change when managers search for innovative ways to increase productivity among their employees. Finding more cost-effective ways to operate increases overall productivity and helps organisations reach their goals.
The third step is to involve and empower your stakeholders in the project as much as possible. You need to solicit their input, feedback, and ideas throughout the project lifecycle, especially in the define, measure, analyze, improve, and control (DMAIC) phases. You can use various tools and methods to engage your stakeholders, such as surveys, interviews, focus groups, brainstorming sessions, fishbone diagrams, affinity diagrams, or process mapping. You can also assign roles and responsibilities to your stakeholders, such as team members, process owners, subject matter experts, or change agents.
Over time in the process improvement space, I've learned that the best way to combat resistance to change is in how I frame the topic. First, I ask questions to promote candid conversation about the most annoying parts of their jobs. I then describe lean six sigma as a set of tools that help you change all the things you hate most at work. This is almost always a winner. Ultimately, alot of change management issues boil down to power struggles. Framing it in that way shows humility. I'm giving THEM the power, and I'm simply trying to help them achieve THEIR goals. Try it and let me know how it works!
The fourth step is to address the concerns and objections of your stakeholders who are resistant to change. You need to understand the root causes of their resistance, such as fear of loss, lack of trust, misunderstanding, or inertia. You can use a force field analysis to identify the driving and restraining forces for change and devise strategies to reduce or eliminate the restraining forces. You can also use a change readiness assessment to evaluate the level of readiness and willingness of your stakeholders to change and tailor your communication and involvement strategies accordingly.
Very often stakeholders want to know that they have been heard and that their concerns will be addressed moving forward. Schedule a meeting with stakeholders so everyone hears the same message. As part of the agenda, you can collect "Highest Hopes" and "Greatest Fears" from each stakeholder segment to refine the goals of the project to suit. Write these issues down and include them as part of the project requirements. Using a quad chart regularly to communicate project progress helps assure stakeholders that you heard their concerns and are mindful of their needs. It helps manage expectations by providing a weekly summary of issues and accomplishments, preventing any surprises to stakeholders at the end of the project.
The fifth step is to recognize and reward your stakeholders who are supportive of the project and the change. You need to acknowledge their contributions, achievements, and efforts in the project and celebrate the milestones and successes. You can use various forms of recognition and reward, such as verbal praise, written feedback, public recognition, certificates, incentives, or bonuses. You can also use a stakeholder satisfaction survey to measure the level of satisfaction and loyalty of your stakeholders and identify areas for improvement.
The sixth step is to monitor and manage your stakeholder relationships throughout the project and beyond. You need to maintain regular communication, feedback, and reporting with your stakeholders and keep them informed of the progress, issues, and changes in the project. You can use a stakeholder communication plan to outline the frequency, mode, content, and audience of your communication. You can also use a stakeholder register to document the details, expectations, issues, and actions of your stakeholders and update it as needed.
Use a "quad chart" as an easy way of communicating project status every week or two without long emails or update meetings. Quad charts, also known as "4-Blockers" have sections for Accomplishments, Upcoming Activities, Issues, and Countermeasures (for Issues) to provide a snapshot of important issues to the team. The recipient can decide whether they need more information or clarification. Quad charts are an effective way to communicate with many stakeholders, including people working in the process - an often forgotten entry on the Communication Plan for any project.