Life+Work

Creating a Communication Plan for Influence Management

Just got off the phone with a coaching client who has goals that rely completely on her ability to influence others to do the work. We looked at how she could create a focused, intentional communication strategy to guide what she says to whom and how best to do it.

Influence Management Communication Strategy

Identify your difference audience segments. Individuals or organizations who:

• Share the same perspective, needs or connection to your goals (e.g., all chiefs of staff or dept heads, all practitioners or staff in a particular area)
• You would meet or communicate with at the same time (e.g., everyone on a particular committee or in the same dept). For an individual essential for you to influence. plan for at least some 1:1 meetings.
  

My client is a senior leader responsible for influencing the actions of several other senior leaders and key members of their organizations. It's not possible to meet with everyone at the same time, nor would the message be the same for everyone. I'm helping her figure out how to "bucket" or categorize the different segments of her audience so that we can tailor the communication message and mode appropriately.

Identify how and why each person or group is important to you.

• How important is their work to your goals?
• What specifically do you need from them to support achieving your goals?

Not every stakeholder is equal. For my client, influencing one particular Chief of Staff was more important to achieving her goal than anyone else. She needs him to be a strong, visibly supportive champion of her goals in order for her to get the physicians, nurses and other staff in his organization to take action. She'll dedicate far more focused time and energy meeting with this Chief of Staff than anyone else, and know it's time well spent.

How often and by what means should you communicate?

Although keeping everyone's focus on her initiatives is crucial to her success, she has many other job responsibilities and only so much time in the week to dedicate to communication and influence. We confirmed that she has the right level of communication for each segment of her audience, based on how important it was to influence them. For the two Chiefs most important to influence, she has weekly 1:1 meetings. She meets with the remaining Chiefs in weekly team meetings. For nursing and other support staff supervisors, monthly team meetings and/or email communication is sufficient for successful influence. For all other medical center employees, general communication modes like newsletters and posters are enough additional communication to support pass-downs they receive from informed Chiefs and supervisors.

How can you best support this audience of stakeholders?

Often what you want from a stakeholder requires them to make a change, commit time or supply other resources. Find out how you can make it easy for them. One client I work with had been at an impasse in a key project for months because he couldn't get a critical stakeholder on board with his initiative. He finally got a breakthrough commitment from them by taking the time to sit down and help them solve the problem his proposal was creating for them.

Identify what to communicate. For each segment of your audience, ask:

• What messages do you need them to hear?
• What actions do you need them to take?
• How can you deliver your requests and message in a way that motivates and influences them to take action?

Part of being influential is you being a clear, passionate communicator. The other part of influence is knowing how to get your audience inspired and motivated to take clear and specific action. My client has different, specific things she needs from Chiefs, nurses and general medical center staff. We are listing out the specific requests she has for each audience and tailoring her message to include the kinds of information that inspire each audience. For example, for Chiefs she is now going to include regular updates on two key metrics they are already highly motivated to manage. For nurses, who are motivated by participation of doctors in key initiatives, she is emphasizing stories and data that show how doctors are participating in the initiative.

Stakeholder Management: Key to Success for Projects and Decision Making

I just got Tweetdeck and am reveling in being able to locate people having Twitter conversations on topics I'm passionate about. One of those topics is stakeholder management. Recently I noticed several people retweeting Rob Llewellyn's blog post on CIO.com. I thought Llewllyn's comments were spot on: "Stakeholder management is a critical element of IT transformation and indeed any business transformation and is easier said than done, but it can often mean the difference between the success and failure of transformation programmes." Over the 15 years I've been doing business coaching and meeting facilitation work, stakeholder management is one of the top factors I've seen lead to success or failure.

One particular experience stands out in my mind. I was asked to help facilitate a final agreement-building session on changes to a process that would impact multiple departments. A cross-functional team had worked hard for months putting together a redesigned process. They were excited to share the final proposal with key stakeholders and get their commitment to dedicate staff hours to help implement the plan.

At the end of their presentation, they were shocked to discover that their most important stakeholder was not on board with the proposal and not willing to commit resources for implementation. Moreover, this senior leader disagreed with the whole premise of their proposal. Her support was so critical that the proposal had to be scrapped and the team had to go back to square one. Everyone wondered what happened. Where did they go wrong?

When we followed up with the senior leader, it turned out that the representative from her dept on the cross-functional team didn't think it was his job to broker communication between his leader and the team. He had never spoken with the leader about the process and never gotten her input. Somehow this broken communication link never emerged in the team meetings--a sign that the whole team was not tracking well enough on the interests and concerns of their critical stakeholders.

Any leader or team who wants to accomplish something that impacts others or relies on resources outside of their control must do a good job of stakeholder management to be successful. If you don't communicate effectively with key stakeholders or overlook some, your project or decision-making process can drag on miserably or fail completely with missed deadlines, escalating costs and resistance or outright rebellion at implementation time.

Here's some basics I've found really make a difference in creating good trust and communication with key stakeholders:

Ask your stakeholders two questions before you craft your proposal or make key decisions:

• What would be a win for you [in how we create this/do this]?
• What would really concern you/not work for you?

Make time on your agenda to report out stakeholder input and discuss how to take all the input into consideration.

• The key to paving full-buy-in at the end is discovering and incorporating what works best for your key stakeholders as you develop your idea.
• Often wins and concerns for one stakeholder are at odds with another. Find out what the underlying interest is for each. There is always a point where they have something in common; working from this point can give you a win for all parties.

Want to really build trust and relationship with your stakeholders? Loop back with them:

• Explain how their input was taken into consideration, especially if the end result is different than they requested.
• If you're building an application or process, show your work in stages to make sure it's really matching what the stakeholder expected. It's common and entirely human to misunderstand each other--baking check points into the process is key to final success.

I'd like to keep exploring and expanding on the topic of stakeholder management. Do you know of a good book, article or blog on stakeholder management? What have you found is most important in successfully managing stakeholders?

Key to Efficient Consensus Decision-Making For Community or Business

I was just watching NBC News and the "Making a Difference" segment caught my attention: a clothing swap being organized in my home state of Michigan (readers in the US can watch the clip through Hulu). Whenever the car industry tanks, it takes the whole Michigan economy down with it. In April, Michigan had the highest rate of unemployment in the country, 12.9%. What struck me about the clothing swap story was how the idea was spreading--more and more women were choosing to organize their own swaps. I think it's the upside of a down economy. I don't wish unemployment on anyone, but watching people come together to share resources in creative ways can only be good for community and the planet.

The news segment left me wondering what the organizing meetings looked like. I have been working and living collaboratively in a variety of ways since I was 19 years old (see About Me on this blog site). If you've ever been in a community group or been part of a team at work, you already know that making decisions with other people is not always the easiest thing. In particular, consensus decision making can be the most time-consuming and painful--though the benefit of having a really well thought out decision that everyone buys into is often worth the effort.

Nolo Press, dedicated to making US law accessible to everyone, just published a fabulous new book The Sharing Solution: How to Save Money, Simplify Your Life & Build Community that covers how to share everything from clothing to child care to housing. (I was honored to be interviewed and have the story of my own co-housing arrangement and philosophies included in the book.)The Sharing Solution includes all kinds of helpful questions, considerations, checklists and processes for making agreements together. I have been a professional meeting facilitator for over 15 years now, so I read the chapter on "Making Decisions as a Group" with great curiosity. The chapter contains a good overview of the consensus process--what it is, how it works, why to use it--and includes a clear succinct flowchart created by Seeds for Change.

I was immediately struck by what it was missing: the number one tool in my experience for reaching consensus quickly and efficiently, which Interaction Associates (IA) coined Build Up/Eliminate. In essence, what could we add to the proposal (build up) or modify (eliminate) to make it work for everyone?

I've learned from and worked with Interaction Associates since the mid-90's. The founders of IA created the very first meeting process that went beyond Robert's Rules of Order--truly a gift to the planet, in my opinion, having suffered through many a long meeting "managed" by Robert's Rules. I like IA's definition of consensus (see page 23 of their eBook Fully Engaged: Essential People Strategies for Tough Times), which includes two key elements:

• Everyone has had a chance "to give their opinion and to understand the implications for various options."
• Everyone "is willing to support and help implement [the decision]"

So what do you do when everyone has weighed in and there are a few people that just can't live with the decision? Strong-arm or guilt them into going along so they don't hold up the group? Repeat your point of view over and over until you exhaust them? Yeah, you've probably lived through these "techniques" yourself. They don't produce genuine buy-in. They are very likely to damage relationships in the long run.

Here is a faster, more genuine route to consensus, based on IA's Build Up/Eliminate process. It helps the group slow down briefly to reach consensus much faster:

• Ask the few people who are not in full agreement with everyone else:
  • What specifically concerns you or doesn't work for you about this proposal?
    • Listen with an open mind. Are they seeing something you've missed? How is their perspective different from yours? 
    • Listen for any differences or misunderstandings in how words or details of the proposal are being defined.
    • Listen for their underlying interest. While specific positions might be hard to reconcile, sometimes everyone has the same common underlying interest. Agreements are easier to build from those common starting points.
  • Is there anything about this proposal that we could modify that would get you on board?
    • Sometimes this is as easy as adding in clarifying detail or modifying the wording of the proposal slightly. In the battle to make our point heard, we overlook these easy opportunities.
    • If the people with concerns don't have suggestions, open it up to the group.
• Make sure that the suggested changes work for everyone.

A little extra time spent asking focused questions like these will net you stronger, more genuine consensus and a well-thought out decision everyone can walk out ready to support and help implement.