3-minute read
The term stakeholder can refer to a person, a group of people, or an organisation. So it’s a broad term that’s worth explaining. Here’s what you need to know.
A stakeholder definition is a person or group that has an interest in a business or project. Taking this further, stakeholders can both affect and be affected by a business or project.
It’s important to identify stakeholders, because these are often the key people or groups that can lead your business or project to success (or failure).
What’s more, in the past, a key motive for many businesses was maximising value for shareholders (people who own parts of the business and make money from its success). By shifting perspective to stakeholders, businesses can gain a deeper understanding of how its operations affect people, groups and communities more widely.
So, what does stakeholder mean more practically? Stakeholders can be both internal and external. An internal stakeholder has a direct relationship with a business or project. They can affect its course and its outcomes will affect them directly.
External stakeholders, meanwhile, are defined by an indirect relationship. They might not be able to change the course of a business or project easily, but its outcomes will still affect them in some way.
Internal stakeholder examples include:
External stakeholder examples include:
So, the term stakeholder covers a huge variety of people and groups. Everybody will bring a unique perspective on the business or project, which means stakeholder management is important.
If you don’t at least know who your stakeholders are before starting work, there could be problems later on. For example, if someone in senior management wants to sign off on a project but they weren’t involved from the beginning, they might suggest some fundamental changes when they do get brought in. This costs time and money.
A method you can use is the stakeholder matrix, which is a tool for stakeholder analysis.
Firstly you should identify key stakeholders. List all the internal and external stakeholders that you (and your team) can think of. If you’re listing groups and organisations, make sure you note the key people that you’ll be communicating with.
Then you can map out your stakeholders with a stakeholder matrix that helps you prioritise the actions you need to take with them.
You can create your own stakeholder matrix template with a grid of four squares on two axes, plotting power on one and interest on the other, categorising these as either low or high.
This matrix will help you analyse how to engage the various stakeholders involved:
Once you’ve drawn up a stakeholder matrix template, get your list of stakeholders and put them into position across the grid. Where does everyone fall?
When you’ve prioritised your stakeholders, you can come up with a plan for managing them. It’s likely that you’ll need to adapt your communication style depending on the stakeholder.
For instance, you’ll need to consult with someone who has high power and high interest regularly and make sure you take their views into full consideration. You’ll need to nurture them and counter any resistance they have, as they’ll often determine the success or failure of a project.
On the other hand, while you might be in regular contact with someone who has low power and high interest, you’ll need to take a firm line, as their views ultimately won’t change the project’s course.
Ask the following questions while looking at your stakeholder matrix to help inform your strategy:
Key questions |
---|
What interest do stakeholders have in the business or project? |
Is their interest emotional, financial, or both? |
What motivates stakeholders? |
What information do stakeholders need from you? |
How do stakeholders expect you to communicate with them? |
Do they currently have a positive or negative opinion of you and your work? |
Is your current information about these stakeholders reliable? |
Who influences their opinions and who influences their opinion of you? |
If a stakeholder is likely to hinder the project, how can you win them round? |
If you don’t think you can win a stakeholder over, how will you counter resistance? |
Is anybody in their own network likely to become a distinct stakeholder? |
Now that you know a bit more about stakeholder management, why not take a look at more guides and downloads to help you become more efficient?
What are your top techniques for stakeholder management? Let us know in the comments below.
Photograph 1: Jacob Lund / stock.adobe.com
Photograph 2: Shutter B / stock.adobe.com
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Sam Bromley
Sam has more than 10 years of experience in writing for financial services. He specialises in illuminating complicated topics, from IR35 to ISAs, and identifying emerging trends that audiences want to know about. Sam spent five years at Simply Business, where he was Senior Copywriter.
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