Understanding Stakeholder Perception Impact

Most companies think stakeholder management is about getting buy-in. It's actually about changing predictions.   Years ago, I was helping a technology company with their organizational transformation. They had grown from a startup to several thousand people but were still operating like a startup. No real processes. No decision-making structures. Just running from one urgent need to another.   When I recommended new forms of governance, the resistance was immediate. And here's what made it complicated: each senior leader was resisting against a different, negative outcome as a result of the change.   For example, some believed that structure would slow them down and make them less nimble versus competitors. Others thought it would kill innovation. Some thought it would create bureaucracy by adding layers and layers of approvals to workflows. Many thought it meant they would lose the autonomy to run their business unit.   Here's what was really happening. Each person's brain was making different predictions based on their unique experience. These leaders could only predict problems because unstructured processes and systems were all they'd ever known. Their brains couldn't envision the benefits because they had no (or at least limited) experience with good structure.   Traditional stakeholder management would have grouped them as "senior leaders" and design one strategy for them all. But their concerns were entirely individual.   Changing predictions requires three things. First, understanding that each person's concerns are unique. No two brains make the same predictions. Second, getting people to try new approaches without perfect information. This takes direct, one-on-one conversations. Third, recognizing that predictions don't change overnight. It takes experience and repetition.   If the stakeholders in your company are resisting change understand that their brains are doing what brains do. They're predicting outcomes based on what they know.   The next time you build your stakeholder management approach remember it's not about treating everyone with the same title the same.   It's about engaging everyone, individually, where they are. Michael J Lopez Consulting #change #stakeholdermanagement

Design research involves embracing the challenges of working with stakeholders. Almost always. Research isn’t naturally seen as the go-to method for making design decisions. New agreements must be created regularly: setting clear expectations, supporting the team, and encouraging stakeholders to get involved. Integrating research into ongoing workflows means understanding stakeholder involvement and the challenges it creates. Over the past five years of continuous research and iterative design, we've encountered several challenges–here are some steps to overcome them. I created a quadrant graph to illustrate these challenges, with the X-axis showing how important research is to stakeholders and the Y-axis showing their motivation. Pressure Cooker ↳ Stakeholders value research and desire perfection. This creates a high-pressure environment with an intense focus on getting the correct answer with the proper methods, leading to stress and potential strain on the research process. Suggestion: Set clear goals and break the research into manageable steps. Keep stakeholders updated and realistic about what’s achievable. Confirmation Bias ↳ Stakeholders here may not prioritize research but still want to confirm their beliefs or ideas. The risk is that they may selectively use research to validate their preconceptions, disregarding findings that challenge their views. Suggestion: Present a balanced view with data that supports and challenges their views. Encourage open discussions about different perspectives. Resistant to Change ↳ Stakeholders value research as necessary but primarily focus on avoiding mistakes. This leads to a reluctance to embrace new ideas or changes, as they prefer to stick with what is known and safe. Skepticism Suggestion: Introduce small, low-risk changes with solid evidence. Show how these changes can lead to positive outcomes. Skepticism ↳ Stakeholders are not invested in research and are more concerned with avoiding errors. Their skepticism towards research can result in disengagement, making it difficult to convince them of the value of research findings. Suggestion: Deliver quick wins that directly address their concerns. Use previous examples to show how research solves their problems and builds trust over time. What challenges have you experienced? #productdesign #productdiscovery #userresearch #uxresearch

Interviews, especially multi-stakeholder interviews, are often an amazing demonstration of understanding what a colleague calls “the real context”. The ability to "read a room" begins before you even step inside. It starts with preparation: understanding key stakeholders and their motivations. First, it is essential to consider both the business and personal agendas of the people in the room. On a business level, everyone comes into an interview or a meeting with a goal in mind - whether they are representing their department, business unit, or company. Beyond that, there are personal agendas to consider. A colleague might feel insecure about their position, or anxious about a potential promotion. Someone else might be dealing with personal crises that could affect how they respond in the moment. Understanding these dynamics in advance helps you better prepare for the atmosphere you are walking into - and navigate these conversations with greater awareness and adaptability. Interviews are not just about the stated context of needing a new board member or CEO but the personal agenda at work - how does the choice impact the person you are meeting with? Once you do step into the room, it is crucial to stay present and engaged. Many leaders struggle by focusing on their agenda and find it difficult to let go - instead of reading and adjusting to the room in real time. Again, interviews are no different. Go in with a clear agenda but be ready to adjust it or drop it based on what you are picking up in real time. Great leadership requires adaptation, active listening, and adjusting your approach as needed. It builds trust, creates authenticity, and allows others to feel like they are part of the journey, rather than simply recipients of information. The bottom line: Preparation is key to understanding stakeholder agendas, but true connection comes from staying present at the moment. Only then will stakeholders feel heard, understood, and motivated to move forward.

How do your stakeholders really see you? Are you the "nice training person?" Do they see you as someone they work with transactionally, providing a request that you fulfill? Are you their partner in solving challenges? Do you work with them to improve performance or just for "fun events?" Stakeholders' perceptions of L&D define how they work with you. If you can understand that perception, then you can begin to move the needle in the right direction. I like to use two elements, combined on a grid (included in the article) as a starting point. 1️⃣ RESPECTED RELATIONSHIP: To what degree is there a mutual respect for the work you both do? You don't need to be their BFF, but there needs to be respect. 2️⃣ ROBUST BUSINESS KNOWLEDGE: How much do you really know about the stakeholder's business? Their challenges, successes, goals, daily pressures, work cadence, performance metrics/progress, etc. You need to have an understanding of what it's like to sit in their seat. The grid in the article breaks the combination of these elements into four distinct quadrants, providing a visual for which element you need to improve with each stakeholder. It's a guide for where you might start (relationships, business knowledge, or both) to shift stakeholder perceptions. Give it a whirl and see what happens! #learninganddevelopment #talentdevelopment #stakeholdermanagement #stakeholders #ordertaker #strategicbusinesspartner