The Stakeholder
The uninterested stakeholder can be an asset or liability on
a project. If their approval or
involvement is not needed, they become an asset because they do not add
constraints to resources or schedules.
However, if they control project resources or their approval is needed
to move through a decision point, they will be a liability. These individuals may say they are interested,
but actions speak louder than words.
They do not attend scheduled meetings.
They do not respond to requests.
They do not assign resources.
Their actions show that the project is a very low priority with them. Sometimes this disinterest is due to other
urgent crisis projects or activities for which they have responsibility. Sometimes this disinterest is due to lack of
understanding and awareness of the project benefits and impact. Sometimes this disinterest is a means of
showing their disapproval of the project or project approach. Occasionally the uninterested stakeholder will
become actively opposed to the project. In
that case, their behavior is no longer one of neglect, it is turns to attacks
on the project and all that it represents.
Interaction Style
The key to interacting with this stakeholder depends upon
whether you need them to be engaged or not.
If you do not need their active involvement, then send them regular
project communication using the format or approach that you use with one of the
other stakeholder types. They probably
won’t look at it, but you have provided the information if they do decide to
engage.
However, if you need their active involvement, find a point
of interest on their part and exploit it.
The two most effective approaches I have found to do this is first to
work through another stakeholder or subject matter expert who has regular
interaction with the uninterested stakeholder.
Ask them to exert their influence on the uninterested stakeholder to get
them to engage. This personal appeal
from a trusted colleague will often get you that first meeting or interview.
In addition, you need to approach the uninterested
stakeholder with their “WIIFM” in the forefront.
“WIIFM” stands for “What’s In It For Me?”
You will probably only have a few minutes for the
interaction, so focus on how it impacts them. Personalize the project activity
and impact. Give them a reason to care.
Key Messages
Do some research ahead of time and determine that
stakeholder’s biggest issues or objectives.
Then explain your project from the standpoint of how it impacts those
issues or objectives. They may be a
minor part of your overall project, but that is the hook that will catch them
and gain their engagement. So, if they
are worried about customer satisfaction, start your presentation or discussion
with the impact your project has on the customer. If there are concerned about cost control, lead
with the impact your project will have on the cost structure of the
organization. While it is appropriate
to discuss the full project, don’t dwell on aspects that do not relate to their
WIIFM. Also, be very clear why you need
their engagement. Do you need resources,
approval, or a decision? Make it easy for
them to decide immediately so they do not need to re-engage with the project.
Good News and Bad News
For these stakeholders, good news is that this is the last
time you will need to interact with them on this project and bad news is that they
must now get involved on a regular basis with the project. Plan your interaction carefully. First connect with them on the WIIFM. Then give them the good news or bad news and
explain its bearing on their WIIFM.
Finally, ask for what you need from them – resources, decision, access,
approval – and ask for everything you need so that they won’t be required to
continually interact unless they choose to do so. Keep in mind, they are probably considering
the fact that they are interacting with you to be bad news. Give them the good news that this is the only
interaction needed; assuming that is true.
If there is a need for more interactions, ask them the manner in which they
want those to occur.
Final Thoughts
These stakeholders are either a blessing or a curse to your
project. If you don’t need their active
involvement, they are a blessing because they don’t create roadblocks or
impediments. If you need their involvement,
they add extra work as you must carefully plan the interactions to get the most
out of their infrequent occurrence. I
have occasionally won over a few uninterested stakeholders by working with them
and my Project Charter. We modified the
Charter so as to address an item of major concern for that stakeholder. And I admit, I modified a project plan one
time in order to avoid an uninterested stakeholder. The project was the phased launch of a new process in the Operations organization. I modified the plan to do the initial launch phase in the locations with a very interested and engaged Operations Manager. .I delayed to the last phase the launch into the location managed by the uninterested Operations Manager. By that time, the other Operations Managers would be able to influence him to support the launch in his operation.
