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most closely. Fully engage them and make the greatest effort to meet their needs. If you can’t,
explain why. High Power/Low Interest—keep them engaged, but don’t bore them with too much
detail. Low Power/High Interest—keep them adequately informed, but don’t expend too much energy
on them. Low Power/Low Interest—monitor them, but dedicate minimum effort. Keep in mind that
influence and interest can change due to a number of factors: role change, resource reallocation,
other projects in the works, change in strategic direction. Keep alert to these changes and assess the
effect they may have on your stakeholders. Keep your picture current.

6. Unsure how to involve stakeholders? Differentiate involvement. Involving everyone fully can
become difficult to manage and slow down decision making. How actively involved should each of
your stakeholders be? How do you decide how to balance involvement with just keeping them
informed? Will they be on the periphery—on the outside looking in? Or will they be pivotal—at the hub
of the action? It depends on a number of factors: The stakeholder’s role and level of authority. The
degree to which the project depends on their input. Their attitude toward the project. Supportive?
They can be a great influence on others. Negative? On the one hand, they can derail, but on the
other, you may want them where you can keep an eye on them—“Keep your friends close and your
enemies closer.” Consider these factors in your stakeholder analysis and categorize each individual
or group’s involvement: Essential—their input could make the difference between success and failure.
Not involving them could cause issues with engagement and support. Optional—you can get there
without their active contribution, but their involvement will make things quicker, easier, and more
effective. Non-essential—others could contribute on their behalf. Make your assessment. Monitor
progress. Adjust as needed.

7. Dealing with differing support? Manage collaborations. Your stakeholder group is a great
resource. Leverage the power by creating good connections and encouraging productive interactions.
Make use of the differing viewpoints within the group. Assess people’s attitudes and understand their
points of view. Who will gain? Winners are likely to be positive. Who will lose? Those who are
disadvantaged are more likely to be a challenge. Consider who has something that could be helpful to
other stakeholders. Who has information? Facts and figures? Background details not readily
available? Historical data? Establishing where people fall will help you decide who should
communicate with whom. Who to group together in meetings concerning the project. Try to avoid your
negative people having too much contact with each other. Mix your positive people with your negative
people. Connect your dissenters with those who can help them see the benefits of the project. If
someone has had a bad past experience that’s tainting their view of the way forward, encourage their
interaction with people who are open-minded and have a fresh outlook. Connect them with people
who see the benefits and are not constrained by the past. If someone can’t see the advantages of
change, have them spend time with people who thrive on the new and different. Managing
collaborations will help foster project success.

8. Out of sight, out of mind? Engage stakeholders near and far. It’s easier to focus on stakeholders
you come into contact with more frequently. Those you bump into at the water cooler. The people
who attend the same meetings as you. But it’s likely you have stakeholders at different locations.
Those internal to the organization’s home office or located in different regions. Externals like
customers, the board, outside agencies. These may be the stakeholders who need more engagement
but could end up getting far less because of proximity. Beware the distance trap. Draw up a
communications plan and stick to it. Make sure to include external stakeholders when you provide
updates. Alert them to news that’s relevant to the project and impacts them. Give them as much
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