Allison Primack replied to the topic How-to: Tips on Getting Buy-In from Project Stakeholders? in the forum Leadership, Management, Supervision 7 years, 3 months ago
Here are some tips shared on GovLoop’s Facebook:
Scott Primeau Involve them as early as possible. Give them a chance to share their opinions. Incorporate their ideas as much as possible. Help them see what the project means to them.
Edward Peters Dinner and drinks … Lots of drinks!
Here are some additional responses from GovLoop’s Linkedin:
<span class="miniprofile-container http://www.linkedin.com/miniprofile?vieweeID=19424280&context=anet&view” id=”yui-gen5″> Belinda Willis ([email protected]) • GREAT question! First of all, define “stakeholders” as broadly as possible. Sometimes, groups that I work with are “surprised” at who identifies themselves as stakeholders. Be sure to include these stakeholders at the beginning of the process, especially if it involves any type of change – change in services, change in mission, etc. Solicit input from all levels and acknowledge ALL input even if it is not reasonable. (Sometimes really good ideas come out of the craziest suggestions.) Understand that this can be more of a process than an end product and the process needs to be honored. That, sometimes makes it challenging for individuals, like me, who like to get to the solution as quickly as possible, but again, it’s important that the process and stakeholders be honored. It has been my experience that in local government, time and involving everyone is a luxury. The key is to make sure individuals understand that their input is valued but that the ultimate decision is up to the leaders or governing body.
<span class="miniprofile-container http://www.linkedin.com/miniprofile?vieweeID=23387580&context=anet&view“> Charles Driggers PMP, ITILv3, Lean Six Sigma – Black Belt • I believe the PM needs to describe the project as he/she knows it directly to the financial Stakeholders…then the PM really needs to listen to clearly stated support or lack thereof. I believe the stakeholder who is providing financial support is apt to not be given a clear or inaccurate interpretations of the same event which may appear to be cause for concern. It doesn’t matter how well intentioned the person reporting an event may be…we all have experienced the team role playing game as to see what happens to rumors as a rumor is passed from one person to another. For example, a PM may be managing his last project for an employer and the PM needs to begin to recapture his/her life without the support of the employer…like changing bank account passwords, clearing out files, organizing property in his/her possession. It is always to desirable to have an amicable separation. As for myself, I would always remember the support and education/training I receive from every employer. I recently had such a partner though I may not have really got to know him/her but I wish I could have. I believe he and his team have the noblest of intentions; however, he/she believed its internal “best practices” needed to be followed. It was unfortunate but such “best practices” should not be applied to some people. In my opinion, it was an ‘unnecessary’ distraction from doing other things. Another example, suppose the financial stakeholder was suddenly put through such a best practice…my money is he/she would say “I thought I was part of team doing ‘public good’.” He may even be aware of the “best practice”; however, he gets caught off guard and makes what appears to be an incongruent action…it then begins to spiral downward. Communicate …Communicate…Communicate…CLEARLY. I know an experienced PM will know a sufficient amount of corporate information to be considered a risk; however, the PM knows full well the noble intentions of all the stakeholders and mistakes CAN BE made unintentionally by Stakeholders too. Finally, I would hope that whatever the advocating Stakeholder saw when I am being selected for a project…he/she continues to be unwavering in his/her support. Can an extensive PM vetting be suddenly inaccurate. the reality is it is betting for a PM to loose support before the PM begins to seriously communicate with the clients employees. It would be a very lonely and difficult situation to be dealing with contientious client employees without have my back covered…no one would be covering my back because Stakeholder support was previously lost. I am the same person I was before getting involved. The financial Stakeholder knew me then and well…I am the person now. I am separating from Stakeholders who shared a common bond to do ‘public good’ while making it appear I am somthing less. It is hard enough…I am $20K poorer though currently able to pay my bills. I thought I was part of something bigger than any two people and it is a terrible loss to me. I will continue in the same direction I am going by doing those things to regain normalcy in my life including becoming an entrepreneur again. It would be nice to be receive status updates regarding the teams success. It’s time for the team to close the curtain on this chapter in order to focus on the real challenges. Best wishes to all.
P.S. Threats don’t affect me because I know the good people with whom I felt commonality would not ever do anything to me or my family. Good luck to all of you. Bye. Charlie
<span class="miniprofile-container http://www.linkedin.com/miniprofile?vieweeID=23387580&context=anet&view” id=”yui-gen4″> Charles Driggers PMP, ITILv3, Lean Six Sigma – Black Belt • One more comment for the next time…I never once thought “my” team was people I knew personally. It never occured to me until yesterday. I always thought you were providing the team…maybe something to do with my profile tendencies to intrigue. It was never made clear to me. Just imagine what the outcome would have been if I had received the clarity to my question…Who are my team members? I think the outcome would have been more positive for all stakeholders and me. I was dying to get started but Who was the team members? Ummm.
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