| Stakeholder management is a pretty important | | | | stop themselves from 'editing' too hard when the |
| component of any manager's role. In the main the key | | | | wacky ideas come. |
| stakeholders will often be simply employees, the bigger | | | | You see, out there in the real world, where |
| organization and, of course, the customers and clients | | | | stakeholders come in all shapes and sizes (often |
| that are on the receiving end of the goods and | | | | literally!), some creative ideas about how to firstly find |
| services they purchase. | | | | and then manage them effectively, are much needed. |
| In many circumstances, stakeholders will be a | | | | Taking a risk or two with the ideas your people come |
| considerably broader range - especially with larger | | | | up with not only risks huge success, but it also risks |
| projects - and it's vital to really understand just who will | | | | building a dynamic team who will be energized by the |
| be affected by what you are doing and potentially | | | | way they are trusted to come home with the goodies. |
| how they will react as well. | | | | Of course there are always going to be some ideas |
| Now, none of this is easy. It becomes less easy where | | | | that get rejected, that's inevitable. What is vital is that |
| a manager decides that he or she is the only person | | | | the ideas are heard through and respected by careful |
| who is up to the task, thereby leaving a significant | | | | questioning, that will enable the individual with the ideas |
| chunk of their resources in the team back in the locker | | | | to make their own decisions about feasibility and |
| room. | | | | relevance too. |
| When this is a time to max out all the resources you | | | | Remember, although something might not resonate |
| have, losing possibly 95% of your people assets is | | | | with you in your ways of seeing things, there is |
| likely as not an idea worth reconsidering. | | | | everything to say that a different approach could |
| By utilizing more of your team, as you come up with a | | | | make a valuable impact in the stakeholder activities |
| plan of action for your stakeholder management, you | | | | that you need it for. |
| are more likely to come up with new ideas and | | | | Sometimes, managers really do have to get out of |
| concepts, some of which might seem to be a bit | | | | their own way a little and go with the flow, because so |
| off-the-wall to you. | | | | often, there is much to gain and actually very little to |
| Here's where the best managers are worth their | | | | lose! |
| weight in gold. They listen carefully to their people and | | | | |