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© 2010 by Stanford Advanced Project Management. All rights reserved.
1
Build Winning Stakeholder Commitments
How to Earn the Trust of a Stakeholder
© 2010 by Stanford Advanced Project Management. All rights reserved.
2
Poll 1: How did you hear about today’s webinar?
• Received email from Stanford
• Received email from IPS
• Saw it listed on Stanford/SCPD web site
• Facebook or LinkedIn
• From a Co-worker
• Other
© 2010 by Stanford Advanced Project Management. All rights reserved.
Asking Questions
3
© 2010 by Stanford Advanced Project Management. All rights reserved.
You may print a PDF of the
slides.
To do this, please select the
Handouts icon in the top
navigation bar.
This option will be available
throughout the webinar.
You may also print the slides to
PDF by clicking on the “Print to
PDF” icon located at the
bottom of your screen.
Printing Webinar Slides
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© 2010 by Stanford Advanced Project Management. All rights reserved.
5
Meet Today’s Speakers
Thomas J. KosnikFenwick and West Consulting Professor
Stanford Technology Ventures Program
Management Science & Engineering
Carissa LittleDirector, Professional Programs
Stanford Center for Professional Development
© 2010 by Stanford Advanced Project Management. All rights reserved.
6
Build Winning Stakeholder Commitments
Our Agenda
1. How to Earn the Trust of a Stakeholder
2. Learning More
3. Q & A
© 2010 by Stanford Advanced Project Management. All rights reserved.
How to Earn the Trust of a Stakeholder
Presented By
Tom Kosnik
Fenwick and West Consulting Professor
Stanford Technology Ventures Program
Stanford School of Engineering
This presentation and the Trust Spider are copyright of
Thomas J. Kosnik
© 2010 by Stanford Advanced Project Management. All rights reserved.
Agenda
• Objectives
• Identify stakeholders for your project
• The Trust Spider
• Discussing trust priorities at beginning of project
• Assessing performance throughout the project
• Start Stop Keep: a tool for changing behavior to build trust
© 2010 by Stanford Advanced Project Management. All rights reserved.
Objectives
• To introduce The Trust Spider: a tool that can be used to
establish trust and diagnose problems that are eroding trust
• To introduce Start Stop Keep: a tool for changing behavior
to close “trust gaps” and build greater trust
© 2010 by Stanford Advanced Project Management. All rights reserved.
Non-team members
interested in or
having input in project
Identify the Stakeholders for your project
Project/program team
Suppliers
Clients,
Owners
End users
PM’s
manager
Internal and external
consultants
Shareholders
or investors
Mid-management
Community
Project
Manager
Upper
management
Government
Public-interest
groups
© 2010 by Stanford Advanced Project Management. All rights reserved.
The Trust Spider
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Perspective/Humility
Fairness
Vision
Entrepreneurship
Cooperation/
Commitment
Integrity
The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
Mark the 5 qualities that are most critical to earn your trust. Compare with your Stakeholder
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Perspective/Humility
Fairness
Vision
Entrepreneurship
Cooperation/
Commitment
The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
Integrity
© 2010 by Stanford Advanced Project Management. All rights reserved.
Example: The top 5 qualities to earn Tom Kosnik’s Trust
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Perspective/Humility
Fairness
Vision
Entrepreneurship
Cooperation/
Commitment
Integrity
X
X
X
X
X
The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
X
© 2010 by Stanford Advanced Project Management. All rights reserved.
Example: Comparing The top 5 qualitiesof Tom Kosnik and his stakeholder
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Perspective/Humility
Fairness
Vision
Entrepreneurship
Cooperation/
Commitment
Integrity
X
X
X
X
X
X
X
X
X
X
The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
X
© 2010 by Stanford Advanced Project Management. All rights reserved.
Why is this exercise important?
• Different people have different priorities for what it takes to
earn their trust.
• Failure to communicate priorities at the beginning of a project
will likely lead to conflict and erosion of trust.
• By discovering the stakeholder’s priorities, a project manager
can ask:
• How can we best practice that quality on this project?
• What are examples of things that violate that quality?
• The project manager can communicate this to the team to
insure everyone understands.
© 2010 by Stanford Advanced Project Management. All rights reserved.
Exercise: Identify the 5 qualities that are most critical to earn YOUR trust
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Perspective/Humility
Fairness
Vision
Entrepreneurship
Cooperation/
Commitment
Integrity
The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
Exercise: Compare your top 5 five qualitieswith those of Carissa Little at SCPD.
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Perspective/Humility
Fairness
Vision
Entrepreneurship
Cooperation/
Commitment
Integrity
X
X
X
X
X
The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
Poll 2: How many of the top 5 qualities to earn your trust
were the same as Carissa Little’s?
• 5
• 4
• 3
• 2
• 1
• 0
© 2010 by Stanford Advanced Project Management. All rights reserved.
How to get feedback on performance to identify any critical “Trust Gaps”
1. Ask if there are any issues with integrity. If so, focus there first.
2. Ask the stakeholder to draw connected lines on the spider for
his/her assessment of your performance.
3. Fill out your own self assessment separately.
4. Compare notes. (See example)
5. Identify 1 or 2 critical “trust gaps” where your assessment of
your performance is higher than your stakeholder’s.
6. Use Start-Stop-Keep to document how you will close the trust
gap. Then follow up!
© 2010 by Stanford Advanced Project Management. All rights reserved.
Stakeholder assessment of your performance
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Entrepreneurship
Perspective/Humility
Fairness
Vision
Integrity
Cooperation/
Commitment
X
X
X
X
X
X
X
XX
X
= My Top 5 trust qualities
= My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
X
X
© 2010 by Stanford Advanced Project Management. All rights reserved.
Your self-assessment of your performance
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Entrepreneurship
Perspective/Humility
Fairness
Vision
Integrity
Cooperation/
Commitment
X
X
X
X
X
X
X
XX
X
= My Top 5 trust qualities
= My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
X
X
© 2010 by Stanford Advanced Project Management. All rights reserved.
Compare notes. Where is the most critical“Trust Gap” in this example?
Empathy
Reliability
Competence
Chemistry/Sense of Humor
Communication
Responsiveness
Grace under
pressure
Entrepreneurship
Perspective/Humility
Fairness
Vision
Integrity
Cooperation/
Commitment
X
X
X
X
X
X
X
XX
X
= My Top 5 trust qualities
= My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
X
X
© 2010 by Stanford Advanced Project Management. All rights reserved.
Use Start-Stop-Keep to give each other feedbackon specific things you can do to close any
Trust Gaps and to build greater trust
Start: Why?
Stop: Why?
Keep: Why?
© 2010 by Stanford Advanced Project Management. All rights reserved.
Example: Start-Stop-Keep to close the Trust Gaps on communication
Start: Calling my cell and emailing me to let me know if you will be late for a meeting.
Why? I can warn other meeting members so they do not waste time. We can either start later –or start on time and put you later on the agenda.
Stop: Interrupting me when I am speaking.
Why? It makes us less effective in communicating, breaks my chain of thought, and makes me appear to others as weak and/or lacking in executive presence.
Keep: Having our weekly project status meetings.
Why? I want to know if project is on schedule and whether there are any obstacles your team is facing so we can deal with them.
© 2010 by Stanford Advanced Project Management. All rights reserved.
Summary
• Use the Trust Spider at project start with various stakeholders.
• Ask each stakeholder for examples of good and bad
performance.
• Get your project team to do the Trust Spider, and look for
differences in “Top Five” across the team.
• Communicate your stakeholders’ “Top 5s” to your team.
• Monitor performance using Trust Spider.
• Use Start-Stop-Keep as a way for stakeholders to give specific
ideas on how you can close Trust Gaps and build greater trust.
© 2010 by Stanford Advanced Project Management. All rights reserved.
Appendix: Behaviors related to the qualities
on each leg of the Trust Spider
Note: You can add, delete or modify the behaviors related to
each leg based on mutual understanding and agreement with
your stakeholders. The key is for you and your stakeholders to
have the same expectations about what demonstrates effective
performance that will build greater trust.
© 2010 by Stanford Advanced Project Management. All rights reserved.
What Behaviors Are Related to Each “Leg” of theTrust Spider?
© 2010 by Stanford Advanced Project Management. All rights reserved.
What Behaviors Are Related to Each “Leg” of the Trust Spider?
© 2010 by Stanford Advanced Project Management. All rights reserved.
What Behaviors Are Related to Each “Leg” of the Trust Spider?
© 2010 by Stanford Advanced Project Management. All rights reserved.
What Behaviors Are Related to Each “Leg” of the Trust Spider?
© 2010 by Stanford Advanced Project Management. All rights reserved.
What Behaviors Are Related to Each “Leg” of the Trust Spider?
© 2010 by Stanford Advanced Project Management. All rights reserved.
32
Build Winning Stakeholder Commitments
Our Agenda
1. Build Winning Stakeholder Commitments
2. Learning More
3. Q & A
© 2010 by Stanford Advanced Project Management. All rights reserved.
33
Stanford Center for Professional Development
Degrees, Certificates, Individual Courses
… to meet your education and schedule requirements
Stanford UniversityCurriculum and Research
Meeting education needs of technology professionals, managers and executives
Professional Education
Academic Programs
© 2010 by Stanford Advanced Project Management. All rights reserved.
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Stanford University and IPS have created education
programs focused on improving strategic execution
• Directed by Professor Raymond Levitt, Civil and Environmental
Engineering
• Developed in partnership between SCPD and IP Solutions, LLC
• Meets the career-long education needs of professionals,
managers, and executives
Stanford Advanced Project Management (SAPM) Program
© 2010 by Stanford Advanced Project Management. All rights reserved.
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Courses are available
at Stanford, online, and at work.
At Stanford
Come to Stanford to
engage with faculty and
network with professionals
from around the world.
Online
Self-paced, online courses
may be accessed anytime,
anywhere.
At Work
Courses can be offered
at your workplace for
your entire team and
customized to your
company.
© 2010 by Stanford Advanced Project Management. All rights reserved.
Earn the Stanford Advanced
Project Management Certificate
•Leveraging the Customer Relationship
•Managing Global Initiatives
•Managing Without Authority
•Mastering the Integrated Program
•Project Risk Management
•The Strategic PMO: Projects to Enterprise
36
Required Courses:
• Converting Strategy into Action
• Mastering the Project Portfolio
• Leadership for Strategic Execution
Elective Courses (select 3):
•Build Winning Stakeholder
Commitments (New – June 2011)
•Designing the Organization for
Execution
•Executing Complex Programs
•Leading Change from the Middle
•Leading Effective Teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
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2011 At Stanford Schedule
Pricing for on-campus courses (per course)
• Regular Tuition: $2,600
• Early Registration: $2,340
• March deadline- January 31
• June deadline - May 1
For more information:
Sarah Hughes, Client Services Manager
Toll Free +1.866.802.1152 Outside the US +1.650.736.0539
http://apm.stanford.edu
© 2010 by Stanford Advanced Project Management. All rights reserved.
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Poll 3: What is your level of interest in the SAPM
certificate program?
• I would like to learn more about the program
• I am interested in attending a March or June on-campus course.
• I am interested in bringing the SAPM program in to my company.
• I am interested in attending courses online.
• I have already signed up for on-campus and/or online courses.
• Please have someone contact me about courses at my work site.
• I am not interested at this time.
© 2010 by Stanford Advanced Project Management. All rights reserved.
39
Build Winning Stakeholder Commitments
Our Agenda
1. Build Winning Stakeholder Commitments
2. Learning More
3. Q & A
© 2010 by Stanford Advanced Project Management. All rights reserved.
40
Q&A
Thomas J. KosnikFenwick and West Consulting Professor
Stanford Technology Ventures Program
Management Science & Engineering
Carissa LittleDirector, Professional Programs
Stanford Center for Professional Development
© 2010 by Stanford Advanced Project Management. All rights reserved.
You may print a PDF of the
individual slides.
To do this, please select the
Handouts icon in the top
navigation bar.
This option will be available
throughout the webinar.
You may also print the slides to
PDF by clicking on the “Print to
PDF” icon located at the
bottom of your screen.
Printing Webinar Slides
41
© 2010 by Stanford Advanced Project Management. All rights reserved.
42
Thank You for Attending Today’s Webinar
Register early and save $250!
Build Winning Stakeholder Commitments
June 15 – 17, 2011
For more information:
Sarah Hughes, Client Services Manager
Toll Free +1.866.802.1152 Outside the US +1.650.736.0539
http://apm.stanford.edu