3 Stakeholder Tactics We Were Never Taught
Subtle, powerful tools to strengthen how you show up with stakeholders.
You have deep expertise. You have strong insights to drive the business forward.
And yet, you don’t always feel your input is taken into consideration.
You’re beginning to wonder what you’re doing “wrong” in influencing your stakeholders.
Sound familiar?
You’re not alone.
Today I’m sharing tactics no one teaches us, all in the spirit of strengthening your influence with stakeholders.
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#1 - Dare To Ask For The Yes
This first tactic is about a powerful question that changes the scope of discussion.
The spirit of it is this:
What would it take to get you to a Yes?
It’s bold, cuts through the noise, increases clarity, AND requires some finesse in delivery.
I’ve used it in scenarios like:
Requesting headcount
Negotiating timelines
Advocating for budget
Here are different ways I’ve phrased it, all to strike the right balance of being direct, with care:
What would need to be true for us to get to a “yes” today?
Imagine for a second the answer was yes, what got you there?
What would increase your confidence in saying yes to this plan?
What would you like to see to boost your confidence in giving a greenlight?
Best case: you have clear action items on what to pivot to get the go-ahead.
Worst case: you realize the rejection has nothing to do with you and your plan, and everything to do with broader business context.
#2 - Reposition Your Recommendation
Many of us have been taught to address a problem by providing a recommended solution.
What we haven’t been taught is how to elevate our recommendation in an appropriately assertive way when we’re feeling our voice and expertise aren’t being heard.
Consider these:
Note: also highly recommend taking this approach when you’re wanting to show greater ownership and accountability.
#3 - Stop Asking For “Feedback”
Yes, I said it.
Sometimes a key to strengthening your impact with stakeholders, especially to those more senior than you, is not using the actual word “feedback.”
Here’s what I mean:
Imagine you’ve drafted a comms doc. You send it to stakeholders and write something like, “I’d love to get your feedback on this.”
Two common outcomes:
They potentially view you as less seasoned, too dependent on their input
They shred your doc with comments and suggestions
In either case, you’re likely disheartened because, in your mind, you were proud of the work and thought it was close to the finish line.
Next time, don’t ask for feedback.
Try this instead:
“Below I’ve linked the comms doc for the upcoming launch. I’d love your eyes on section 2. What 1-2 ideas might you have to strengthen how we’re positioning the change?”
Now what you’ve done is you’ve given them a more specific ask.
Plus, when you just reach out for “feedback,” particularly on a deck/doc, people bias towards looking for everything that’s wrong.
Instead, use this tactic to get their additive input. Now they’re in a different headspace and you’re pulling them in as a collaborator of the solution.
Key To Success
Underpinning the success of all of these tactics is one simple, not easy, dynamic: Relationships.
Genuine, non-transactional, connections with people throughout the business.
You will have more leeway in being direct when people know you. You will have more flexibility in being appropriately assertive when there’s mutual care and respect.
If the 4-part Relationship Kickoff Conversation isn’t already part of your repertoire, I highly recommend mastering this conversation.
Stakeholder Management Pro-Tip
The last nugget I’ll share today is this:
Map out your stakeholders by tier: Tier 1, Tier 2, Tier 3, etc.
By more strategically mapping your stakeholders can help you shift from reactive to more proactive relationships and interactions.
Your Tier 1 stakeholders might require a weekly meeting.
Your Tier 3 folks might be quarterly.
This came up recently with a highly impactful leader. She was finding herself regularly receiving pings from stakeholders, putting her in a more reactive space.
With a conscious audit, and then mapping of her stakeholders, she’s going to head off some of those reactive touch points in favor of a cadence of meeting that will enable the two of them to proactively plan, communicate, and ensure ongoing alignment.
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That’s it for this week!
What’s standing out? I’d love to hear from you!
As always, be human and have high standards.
- Katie
I’m Katie!
I help managers drive stronger business results through group training & coaching.
I'm also a mom, triathlete, & aspiring cowgirl who loves good martinis.
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These are some great questions! I also find myself teaching teams I work with Sam Kaner’s gradients of agreement. Don’t always wait to get to consensus. Help people move closer to a compromise or commitment!