action-oriented stakeholder, the expert-oriented stakeholder, the process-oriented stakeholder, the data-oriented stakeholder and finally the uninterested stakeholder. In this post I will talk about interacting with the process-oriented stakeholder.
The process-oriented stakeholder trusts the business processes and procedures. These stakeholders want to make sure everything is being done the right way. They believe that the business processes, procedures, and checklists are established for a reason and that reason is to reduce risk and help the business make wise decisions. In fact, they believe that most mistakes and problems in the organization are because people did not follow the processes, procedures, and checklists. And they have they have the examples to prove their point. They want to know that the correct procedures are being followed. And if the circumstances are outside of an existing procedure, they want a structured problem solving process to be used to deal with the situation and the documentation of the result to be used in the creation of a new procedure to address that issue if it ever comes up again. They may come across as bureaucratic.
The key to interaction with this stakeholder will be to communicate through the correct channels for the type of information being presented. If it is a budget report, stick to financial topics. If it is a schedule status meeting, don’t get sidetracked into dealing with a personnel issue. Use the correct forum, use the correct format, and address the correct topics. The types of questions they will be asking are:
- “What did you do first and why? Then what? Then what?”
- “Have you followed the correct process? What was the result?”
- “Have all the appropriate individuals/organizations been contact? What was their response?”
They would prefer to see the completed checklist or a step by step walk-through of the process and what happened at each step.
They do not want to be rushed or pressured into making a decision. They want to go through all the steps and they believe that by the end of the process the correct decision will be obvious to everyone and easy to make. Generally speaking, they do not like argument, debate and controversy.
When discussing your project always explain what procedures and checklists have been completed or are in-process. Be prepared to discuss the results or conclusions of the those procedures. If a procedure is in-process, explain how much progress has been made and how long it will take to finish the procedure. Then if the interaction is a decision point, be prepared to explain the options that are available and the criteria that should be used when selecting an option. Be ready with the documentation of the results of every procedure, process or checklist that has been completed.
Good News and Bad News
For these individuals, bad news is an individual or team not following the standard procedures and good news is that, even though something catastrophic has happened, there was a procedure for that and it is being followed. They will be very supportive if you have “played by the rules” and totally unsupportive if they believe the individual or team is “just winging it.” If the situation is one for which there is no procedure, process, or checklist, pick one that is close and use it as a guiding framework. Always have a plan. Even if it is a plan to create a plan – have a plan.
If you are following the business processes and procedures, these individuals will be supportive, if you aren’t they will not trust any information or recommendations you provide. I have had the privilege to work with several stakeholders who operated in this fashion. By following the procedures; I found that I was quickly able to gain their trust and confidence and I could accurately predict how they would react to almost any situation. By the same token, I have seen project managers fired during a meeting when they admitted that they had ignored a procedure.