Manoj

1. The High EQ Leader
MASTER CLASS II
Effective Stakeholder Engagement

2. • Lending that emotional oomph to
help the team step up and break
through
• AGMs, Kick-offs, Conferences, Team
building events
• Planning Days, Strategy Alignment,
Change Management
• Conferences
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.)

3. 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

4. Important
Building facilities—fire exits, restrooms
Agree on break times
Mobile phones
Course leader introduction
Course evaluation

5. 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

6. 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.

7. Agenda – Day 1
1 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

8. Agenda – Day 2
5 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

9. 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
“
”

10. 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

11. 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”

12. 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 miscommunication
Great metrics, happy stakeholders!

13. Ultimate Success Formula
VISION
PURPOSE
ACTION
MONITOR
AND ADAPT
Source: Anthony Robbins – “Awaken the Giant Within”

14. Emotional Competencies
Self-Awareness
• Emotional Self-Awareness
• Accurate Self-Assessment
• Self-Confidence
RelationshipManagement
• 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

15. The Power Of Having a Clear Vision and Purpose
Creates Focus
Drive
Unites Team

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

17. 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?

18. Stakeholder Analysis
Outcome Performed Purpose of this Step
• Identify entities with an
interest in a project
• Identify risks, attitudes and
plan to mitigate barriers
• Outputs
Identify risks, attitudes and
plan to mitigate barriers
• Regular updates after
each stage
• Ad-hoc as changes occur
• Estimate effort required
for communications and
stakeholder management
• Identify risks and update
Risk Log
• At foundation stages of project,
prior to detailed project planning

19. Stakeholder Analysis
Step 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

20. Stakeholder Analysis
Step 2 – Analyse Power versus Interest
Satisfy
Manage
Closely
Monitor
Keep
Informed
High
Low
HighLow Interest
Power
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.)

21. Stakeholder Analysis
Step 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
“
“

22. 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
“

23. 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

24. 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 absence
of rapport
Offer sincere acknowledgement
4
1
5 3
2

25. Running An Alliance Agreement Meeting
1. Build rapport
2. Clarify outcome of meeting, get agreement to build Alliance Agreement
3. 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 reviewed
6. Document and communicate a summary of your agreement

26. 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

27. 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.
IMeasures how a
person attempts to
influence or persuade
others

28. 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…”

29. 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”

30. Tuckman Model of Team Formation
1
2
4
3
Forming
Storming
Norming
Performing

31. Write Your Own Compelling Vision Statement
Supplement
“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”

32. 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

33. 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

34. Meeting your Stakeholders Needs
The Six Human Needs
Need 1
CERTAINTY
Need 5
GROWTH
Need 3
SIGNIFICANCE
Need 2
VARIETY
Need 6
CONTRIBUTION
Need 4
LOVE & CONNECTION
“You can have anything you want in life, if you help enough people get what they want”
Zig Ziglar
6
Paradox
Paradox

35. 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.”