Gautrey Unleashed

Prioritising Stakeholders to Analyse

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The final part of this step is to consider how much impact each person could have — how much could they help or hinder your progress? In many ways, this is a combination of the benefit (or loss) that they are aware of which could be heading their way and the amount of power/influence they have within the organisation — or more importantly, among your stakeholder group. The more they are likely Read More

Introduction to Stakeholder Identification

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To achieve your goals and influence effectively, it is vital to focus your energy on those who can have the greatest ability to help or hinder. Without this focus, people tend to work on those who are nearest, best known or most convenient rather than those whom they should be influencing. The title “Stakeholder” has been gaining popularity over the last few years. Its traditional use refers to large groups of people, often with a somewhat nebulous, yet real existence – the media, the public and shareholders are often what’s being referred to. As such, stakeholders used to be the chief concern of high level boards and committees. However, the shift in popular usage is happening because of the realisation that the ideas used at a high level to manage these groups can apply just as well to more humble pursuits – the sort of projects that people throughout the organisation run. The definition I want to use here is only Read More

Exercise: Identifying Stakeholders

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One of the important aspects of this is to make sure that you focus on the most important people. These are likely to be those who have the most power and/or have the most interest in your success or failure. You should also make sure you include people you don’t know personally, or maybe do not have access to – they can still be stakeholders even if you cannot talk to them. Keeping a specific Influencing Goal in mind, consider the Read More

Create a Benefits Register

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If you have been able to get clarity in your own mind on what you are aiming to achieve, you will also have recognised all or most of the benefits you will realise from success. This is natural and to be expected, although it holds within it a risk that you may alienate your stakeholders. Generally, stakeholders will not be too interested in how you are going to gain; instead, they want to Read More

Building a Compelling Vision

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To gain influence, people have to change. An individual has to decide to make the change (albeit an often unconscious process), and this could be with reluctance or willingly. That means they have to be either forced or motivated to do what you want them to do or think what you want them to think. If your goal is big enough to warrant it, consider how you are creating a compelling and inspirational Read More

How to Develop Influencing Goals

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Influencing Goals are a critical element of the overall stakeholder influence process that I advocate here. Many people when they begin to focus on their influence will stay too long having a vague aim about what they want to influence. This is okay, but is not as powerful has developing an extremely clear focus on exactly what you want people to be doing, thinking, feeling or saying differently as a result of your influence. Influence goals are usually the final step in the realisation of your main business goal or target. By developing a clear influence goal, you are actually answering the question: Read More

Deepening Influence Goal Specification

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A final piece of thinking in this step is how you will know you have achieved the desired influence. For many of the example Influencing Goals I gave earlier, it is clear from the wording that the board either signed off the proposal or they didn’t. But ones like becoming recognised as Samantha’s successor are a little more difficult. How would you know you are recognised as a successor? The more clarity you get, the more progress you will make. So if this applies to you, see if you can come up with some Read More

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