Karthik RamamurthyAuthor, Say YES to Project Success| Founder KeyResultzChennai, Tamilnadu, Tamilnadu, India
You are managing a critical digital transformation project for one of your company's most important customers. Chris, the head of Human Resources (HR) in the client company, has been consistently spreading rumors of large-scale layoffs in the department. While the rumors are completely baseless, they have already started seriously affecting your project since staff in the HR department are refusing to cooperate or to share the information which is critical to project progress. You have tried engaging Chris in a superficial manager, but your efforts have failed. He seems to believe that the success of your project will considerably reduce his power and influence. From your experience, which of these is the best way to deal with this troubling situation? I've provided four possible options, but feel free to add your perspectives for the benefit of our dynamic community on this platform: 1. Ignore the situation and ask your team to try their best to move forward. 2. Escalate the issue to Chris' boss, the CEO of the client's company. 3. Escalate the issue to your boss who is Vice President (Projects). 4. Deepen your engagement which Chris, with conversations convincing him of how the project will not affect his position or stature. Saving Changes...
I'd always suggest the direct approach first, Karthik, so #4 would be my choice with the goal of confirming that his actions are, in fact, stemming from worries about his relative power/influence and then working with him to address those concerns. If that fails, then depending on the organization culture and how much authority you have vested, I'd either go with #3 or #2.
4 is my preference, but I like to keep my boss in the loop when I'm having issues like this. I wouldn't escalate it for them to work the issue, but I would let them know that I am working to resolve the issue so that they are not surprised if I later ask for help.
That approach works well with the right managers. It shows I'm identifying and working the risks under my own responsibility without unwanted "help", but if I do as for help, that they understand that the situation is beyond what I can do at my level and need to support. Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
In the article, I suggest using an “Indirect Influencer” technique to impact the party implementing subterfuge. I have come across this many times in my career, especially on international and complex cross-functional projects. The article proposes a defensive strategy for dealing with this behavioral pattern in general.
However, if chaos is already afoot, finding an “indirect influencer of the suspected subterfuge party” provides a mechanism of influence that typically mitigates fallout, as it provides them a “political-out.” Versus implementing choices #2 or #3.
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
In my experience communications, or should I say miscommunications or lack of communications, is the issue as it leads to misunderstand. This works both ways - i misunderstand you, you misunderstand me.
#4 is the obvious starting point with escalation only if there is no progress. You would be surprised how often both parties got it wrong. Saving Changes...
Jonathan AddoINFRASTRUCTURE & DATA CENTER OPERATIONS MANAGER | MILLICOM GHANA LIMITEDAccra, Ghana
I will begin resolving this issue using option 4 with my boss in the loop. I'd use off work opportunities to deepen my engagement with this difficult stakeholder including hanging out and other similar opportunities where we don't talk about work. Getting to know him better (or being empathetic) will help us both to understand each other based on which this issue can be resolved easily. If I don't have the luxury of time, I will within a short while escalate to my boss since he was kept in the loop from day one. I will let the difficult stakeholder know that, I am escalating the issue for to his entrenched position on the project. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
First thing to understand is: there are not difficult or other type of stakeholders. People behave in a way for a reason. I wrote an article on the matter that was published by the PMI and others. But just to put here some tools what helps me a lot is using "Spin Selling" or "Solution Selling" selling method. While I am not a seller I was trained in the method and helps me a lot to manage stakeholders. Saving Changes...
Charles SitholeCSA Superintendent| Fluor CorporationDurban, Newfoundland, South Africa
Number 4 Saving Changes...
Ganesh KumarProgram ManagerBangalore., Karnataka, India
Hello Karthik,
Option 4. Just want to add one tag line from Airtel which is in hindi "Baat Karne Se he, Baat Banti Hai !!!!
Being openly communicative, to woo upset customer, stakeholder is the best way of resolution. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
