As PMs we often have all the responsibility to make things happen, but none of the actual authority. We can invoke the chain of command when necessary, but that is typically a last resort and not a good way to win friends or build lasting relationships. We instead have to influence others to do what we think is the best plan.
What techniques have you learned that help you influence the decision makers, so that you can go on about building and managing a plan to get the job done? Saving Changes...
Lily MurariuResearch Council Officer Program Advisor| National Research Council CanadaCantley, Quebec, Canada
Good topic of discussion, Keith.
From my experience there are few that usually helps, however, based on the context and circumstances you need to consider other options as well:
exercise active listening as much as you can, it will be noted by peers and by the upper management; speak the language of the decision makers: be succinct, translate well business needs and requirements in the language of choice of the audience; demonstrate your knowledge when needed, and make sure people realize that you are a reliable source of proven information; develop your negotiations skills as much as can, it will help you in majority cases.
Be patient, flexible, and ready to stand up for what you need and find/build a network of good allies. I hope this helps. Saving Changes...
It boils down to someone's ability to build rapport with the stakeholder. The best way to do this is find common ground, and not necessarily regarding the project. It could be something on a personal level, a sports team, hobby, shared goal. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Being part of the team and being relatable is important. Creating a 'US and THEM' environment does not work well as you have eluded to in your question, the PM being a 'US'. Saving Changes...
My 'technique' usually evolves around discovering what the particular executive or stakeholder really cares about and use that as the focus of the conversation. For example, when speaking with a senior executive, try and focus everything on the business value/value creation. Another director is perhaps overworked, so highlight any time-saving benefits. It all comes down to benefits and advantages - and the ability to 'spin' your needs into benefits for them. People remember PMs who have helped them. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I used methods for sell things from long time ago. I am not a sales man but when I was trained into those methods because my position into an US American company I found those methods very usufull for lot of things (elicit requirements for example). Those are: Solution Selling or SPIN Selling, LAMP (Large Account Management Process), and Power Base Selling. Saving Changes...
WIIFM - if you can't help the stakeholder understand how the project will help them (or at least not purely hurt them), then you may have to use the "dark side" of influence to ensure that they don't actively block your project. Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
In Jest: If WIIFM doesn’t work, then you could hold a barbecue-themed team event in honor of your stakeholders, giving you the opportunity to soft-sell the value propositions of your project using social influence. If that doesn’t work, then you could gently suggest that project teams prefer their "stakes" well-done when their project survival is left in question ;).
On the serious side, I agree with Søren in that you need to tailor your value propositions in context of the needs of your executive stakeholders – and of course, make it "their idea". It also helps to provide intangible goodies, such as giving them naming rights of the product or ancillary deliverables. Although most of us don’t like this part of the job, we recognize that we don’t want the lights going out on our project, so let’s turn the LAMP’s on and give Solution Selling a SPIN – thanks Sergio. Saving Changes...
Now BBQ's are something we Australians know all about. Saving Changes...
Michael WaldronProject Manager| Delta Point, LLCDayton, Oh, United States
I find that often times it is a matter of carefully and succinctly presenting facts that support the needed action or plan to the decision makers. This also includes clear explanation of the risks and/or consequences of inaction or delayed action. Then following up until the actions or decisions are made. If there are business reasons you are unaware of causing the lack of progress or decision, they or a directive will come out. For "peer" level or "non-reporting subordinate" level, helping to establish personal ownership of the project tasks or end results within the team has a big impact on accountability and forward progress. Praise the success in public, query and "push" the lagging in private. Saving Changes...
