The High EQ LeaderMASTER CLASS II

Effective Stakeholder Engagement

• Lending that emotional oomph to help the team step up and break through

• AGMs, Kick-offs, Conferences, Team building events

Motivational & Keynote Speaking

• Planning Days, Strategy Alignment, Change Management

• Conferences

Professional Facilitation

An Australian-based organisation dedicated to empowering organisations, teams and individuals with the culture and mind-set that supports the realisation of their fullest potential

About EQ Strategist (Cont.)

Bio of Dominic Siow, Founder, EQ Strategist

Dominic Siow is an international Inspirational Speaker, Peak Performance Consultant and trainer. An expert on Emotional Intelligence, Leadership, Communications and Peak Performance, Dominic has helped transform organisational cultures and project management capability across Australia, New Zealand and South East Asia. Drawing from his experience spanning 25 years in project management, operations, software development, training and coaching, Dominic inspires teams and individuals to achieve their highest potential through the application of practical tools, strategies and principles. Over the past eight years, his work has reached thousands of lives, with his talks and workshops consistently drawing glowing reviews.

Dominic holds Bachelor of Science and Master of Commerce degrees from the University of New South Wales and held senior roles at grapevine Technologies and IBM before founding EQ Strategist in 2006. He is an accredited Master Practitioner of Neuro-Linguistic Programming (NLP), a Senior Leader with Robbins Research International and a trained Coach. Dominic Siow

Important

Building facilities—fire exits, restrooms

Agree on break times

Mobile phones

Course leader introduction

Course evaluation

My Outcomes For You

Deepen your profile as a leader and someone who delivers great outcomes

Learn and apply the science and art of effective

stakeholder engagement

Welcome And Your Chance To Introduce Yourselves

List 3 outcomes you would like to achieve as a result of attending this workshop:

1.

2.

3.

Agenda – Day 11 SESSION STAKEHOLDER ENGAGEMENT FUNDAMENTALS

• Learning Outcomes, Icebreaker• Definition of Stakeholder Engagement• Overview of Stakeholder Engagement

3 SESSION IDENTIFYING AND ANALYSING STAKEHOLDERS

• How to identify stakeholders• Stakeholder Analysis• Anticipating barriers and objections

2 SESSION LEADING YOUR STAKEHOLDERS

• Engagement and Leadership• Outcome versus Output orientation• Defining your ideal Outcomes

4 SESSION ESTABLISHING CONNECTION

• Building Rapport• The Speed of Trust• Forming an Engagement Agreement

Agenda – Day 25 SESSION ENGAGING DIFFERENT PERSONALITIES

• Introduction to DISC behavioral models• Connecting with different personalities• Developing communications versatility

7 SESSION ALIGNING YOUR STAKEHOLDER GROUP

• Aligning on shared outcomes• Dealing with conflict• Negotiating win-win outcomes

6 SESSION ACTIVE LISTENING AND HANDLING OBJECTIONS

• 3 Levels of Listening• Practising Active Listening• Dealing with Objections

8 SESSION SUSTAINING MOMENTUM

• Meeting the 6 Human Needs• Keeping it fresh• Keeping tabs• Review and Close

What Is Stakeholder Management?

Engaging the right people in the right way at the right time in your project, to achieve the successful outcomes sought

“”

7 Steps To Effective Stakeholder Engagement

1

Be clear about your ideal outcomes

2

Identify and analyze stakeholders

3

Establish rapport and agree communications protocol

4

Develop stakeholder engagement plan

5

Implement Plan

6

Monitor and Adapt if Required

7

Review, Learn and Improve

So Why Manage Stakeholders?

Insufficient involvement of stakeholders and infrequent communication with sponsors were identified as leading causes of project failure

“”January 1996 the Gartner Group, “Project Management Skills:

Avoiding Management by Crisis”

If Stakeholders Were Effectively Engaged…

Optimal engagement = Optimal collaboration makes 1+1 > 2 possible!• Opinions, experience, expertise and reasons of powerful

stakeholders add value to and help shape project• Disengaged stakeholders can hinder or even derail a project!

More time spent on productive, satisfying activities, less on putting out fires caused by misunderstanding and miscommunicationGreat metrics, happy stakeholders!

Ultimate Success Formula

VISION

PURPOSEACTION

MONITORAND ADAPT

Source: Anthony Robbins – “Awaken the Giant Within”

Emotional Competencies

Self-Awareness• Emotional Self-Awareness• Accurate Self-Assessment• Self-Confidence

Relationship Management• Leadership• Change catalyst• Influence• Communication• Conflict

management

• Building bonds• Teamwork &

collaboration• Developing

others

Self Management• Self-Control• Trustworthiness• Conscientiousness

• Adaptability• Achievement Drive• Initiative

Social Awareness• Empathy• Service Orientation• Organizational Awareness

The Power Of Having a Clear Vision and Purpose

Creates Focus

Drive

Unites Team

Definition of Project Excellence“Projects as Wealth Creators” study undertaken by Property Council Australia (publ. 2001)

Drivers of Project ExcellenceEnd users were “delighted”

Contractors and consultants achieved or exceeded their margins

Project participants enjoyed the experience

Stakeholders appreciated the aesthetic and environmental outcomes of the projects

Clients attained or exceeded their investment goals

Begin With The End In Mind• If anything were possible, what would be the ultimate outcomes for you and your stakeholders in

all your projects?

• For your client, what sort of bottom line result would you ideally like to achieve?

• What level of enjoyment and teamwork would you ideally like to experience?

• What ultimate purpose would meeting the project goals serve?

• How would that benefit your organisation’s reputation or readiness to adapt and progress?

• How would achieving that success benefit your team in terms or morale, skills and knowledge?

• What will it do to your personal sense of job satisfaction, self-esteem, and confidence?

• What will it do to your sense of contribution, purpose, career aspirations?

Stakeholder Analysis

Outcome Performed Purpose of this Step

• Identify entities with an interest in a project

• Identify risks, attitudes and plan to mitigate barriers

• OutputsIdentify risks, attitudes and plan to mitigate barriers

• Regular updates after each stage

• Ad-hoc as changes occur

• Estimate effort requiredfor communications and stakeholder management

• Identify risks and update Risk Log

• At foundation stages of project, prior to detailed project planning

Stakeholder AnalysisStep 1 – Identify Stakeholders

•Who are affected by your work?•Who has influence or power over it?•Who has an interest in its successful or

unsuccessful conclusion?

Discuss

May be organisations or individuals but ultimately, communication is with people

Stakeholder AnalysisStep 2 – Analyse Power versus Interest

Satisfy ManageClosely

Monitor KeepInformed

High

Low

HighLow Interest

Pow

er

Put enough work in with these people to keep them satisfied, but

not so much that they become bored with your message.(Read: They approve your

budget.)

Monitor these people, but do not bore them with

excessive communication.(Read: They have more important technical discussions to carry on.)

Keep these people adequately informed, and talk to them to ensure

that no major issues are arising. These people can often be very helpful with the details of your

project

These are the people you must fully engage and make the greatest

efforts to satisfy. (Read: They pay the bills.)

Stakeholder AnalysisStep 3 – Anticipate Needs and Concerns

The best way to minimise conflict is to prevent it from happening.

To do that, you must be able to anticipate possible fears, concerns and needs that your stakeholders may have.

People don’t care how much you know until they know how much you care

“ “

Rapport

• Dictionary definition – “mutual trust”• Trust - ‘an absence of vulnerability.’• Rapport - a ‘mutual absence of vulnerability.’

”The ability to enter someone else’s world,to make them feel you understand them,and that you have a strong common bond

“

Importance of Rapport to a Relationship

Rapport is a positive feeling about a relationship and is like a bridge between two islands

Stronger bridges can carry heavier trucks and lorries

When you have a stronger relationship with someone, you can ask more of them

Establishing Rapport at Your First Meeting

3 Likes - People trust others who they like, who are like them and who like them

Adopt open and approachable body language

“Your smile is your window to your heart”

Resistance is a sign of an absenceof rapport

Offer sincere acknowledgement4

1

5 3

2

Running An Alliance Agreement Meeting1. Build rapport2. Clarify outcome of meeting, get agreement to build Alliance Agreement3. Questions to ask

• What would the ideal outcome• be for you from this project?• What is important to you in the context of this project and how you receive communications?• How would you like to receive communications?• How frequently? What is your preferred medium of communication?• How can you contribute to the successful outcomes of this project?• What would be an acceptable outcome?

4. Share with them• What your view of the project vision is• What outcomes are important to you• What your concerns are• What assistance you are seeking• How would they like you to react if they do not meet their commitments?• Your communications style

5. Thank them for your time and assure them that this will be continually reviewed6. Document and communicate a summary of your agreement

The Trusted Advisor

Trust is my faith in your ability or word in some specific area“ ”Trust includes the degree to which I believe you will look out for my best interests in a specific area“” TRUST

Source: “Building Trust”, Hyler Bracey

Style Characteristics

• Emotional• People-oriented• Greatest fear - rejection• Disorganized• Optimistic• Encouraging

The higher the I value, the more verbal and persuasive the person will be in trying to influence others to his/her way of thinking.

I Measures how a person attempts to influence or persuade others

Handling Objections with “Feel”, “Felt”, “Found”

• Resistance is a sign of an absence of rapport• Don’t make the other person wrong

– Use AND instead of BUT– FEEL, FELT, FOUND

• FEEL “I understand that you feel that way…”• FELT “A number of stakeholders that we dealt

with previously felt that way…”• FOUND “As they began working with us, they

found…”

Aligning Your Stakeholders

Inattention

to Results

Lack of Accountability

Lack of Commitment

Lack of Conflict

Absence of Trust

Source: Lencioni, P (2002), “The Five Dysfunctions of a Team”, John Wiley & Sons

Take them from “ME” to “WE”

Tuckman Model of Team Formation

12

43

Forming

Storming

Norming

Performing

Write Your Own Compelling Vision StatementSupplement

“To complete the implementation of the CRM solution by 30th December 2010 within a budget of $1.2m”

With“To elevate the performance and reputation of ANZ Bank in the eyes of its clients and stakeholders by empowering our client facing personnel with the tools they need to create a compelling, personalised experience for our clients.

Through the design, development and implementation of a world-leading Customer Relationship Management system, we• Strengthen our organisation’s reputation as an innovative and client-oriented provider of solutions• Demonstrate that our I.T., Business and Marketing personnel can work together as one high performance unit to deliver

a result we can all be truly proud of• Empower our staff with market leading skills and expertise• Demonstrate to our business our ability to create significant value”

Key Habit of Highly Effective Influencers – “Think Win-Win”(Source: “7 Habits of Highly Effective People” – Stephen R Covey)

Four possible outcomes in every negotiation• Lose-lose• Lose-win• Win-Lose• Win-Win

Trust must be present

Highest leadership ideal is “win-win or no deal”

Your integrity in moments of “adversity” or “temptation” is a powerful trust-builder

Hold yourself accountable for your actions and results

•Have a “the buck stops here” mind-set• Follow through on your commitments• If you have a challenge, ask for help,

communicate early, offer solutions

“Discipline is the bridge between ambition and achievement”Jim Rohn

Meeting your Stakeholders NeedsThe Six Human Needs

Need 1CERTAINTY

Need 5GROWTH

Need 3SIGNIFICANCE

Need 2VARIETY

Need 6CONTRIBUTION

Need 4LOVE & CONNECTION

“You can have anything you want in life, if you help enough people get what they want” Zig Ziglar

6Paradox

Paradox

Conclusions

• Stakeholder Management is critical to success

• It is both a mind-set and a set of prescribed behavior's

• What, Why, Take Action, Monitor and Change if Required

• Analysis, Planning and Implementation

“People will dutifully obey a person in authority. But they'll passionately follow a leader of influence.”