Stakeholder Analysis and Mapping - 3 Key Questions to Ask in How to Manage Expectations in a Change

Failure reasons in change management are many and varied. But one thing is painfully clear. Any organisational initiative that creates change - or has a significant change element to it - has a 70% chance of not achieving what was originally envisaged.

The root cause of all this failure is lack of clarity and a lack of communication - and even more fundamentally - the lack of a language and contextual framework to articulate and manage the necessary processes of change.

This is what a Programme Management based approach to change is all about and why it so important. One important aspect of programme management is "Stakeholder Analysis and Mapping" and this is all about, in other words: "Who is this step change going to affect and how are they going to react, and what do we have to do to support them?".

How well you listen to and respond to ALL of your stakeholders' issues - and are seen to be doing so - is a significant measure of the effectiveness of your management of these relationships.

Leadership skills make a big difference to successfully managing stakeholder relationships. This is where the management of expectations matters. Here are 3 key questions to address in managing expectations in a change initiative, and specifically in relation to your employees.

1. Do your people really know what is expected of them?

Do your people know how to translate the high level vision and strategy into actionable steps? People are very different in the ways they process information, interpret life, and in the ways they are motivated. Many (probably most) of them are not able to make the leap from hearing and understanding your vision and strategy to translating that into purposeful productive action. This does not mean that they don't understand it, or agree with it, but it does simply mean that the leap is too great for most people to make - without your practical assistance.

2. Do they know what they can expect from you?

It is extremely important to that they know that you will work with them in "grinding out" in practical, manageable detail what the high level strategy, vision, values things actually mean for them as the "troops" in action.

3. Do they know what is expected of each other?

They also need to know what these actionable steps mean for them in terms of what they can and should expect from each other.

Of all strategies for managing change - the programme management based approach is the most likely to ensure that you avoid the staggering and needless 70% failure rate, as [amongst other things] it it will get you to focus on the critical issue of the human impacts of your change initiative.

For more on this: " Stakeholder analysis and mapping "

I invite you to take advantage of this FREE download: Starting the Change Process "

Find out the 3 main reasons for the 70% failure rate of all step change initiatives and how to avoid it. This FREE 29 page document offers a brief introduction to some of the key themes and key points that you need to consider in starting the change process.

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

Change Management Presentations - Why Your Analysis is Not Hitting Home

Having sat through dozens of presentations containing data and analysis, it never ceases to amaze me when consultants leave the interpretation of the data to the client. The implications are often that the audience, the CEO or board of directors, draw the wrong conclusions. To avoid this problem, consultants should make sure they explain what every piece of data and analysis means, and then make a call to action.

Recently I had a problem with my home broadband. The engineer studied the problem and told me that the signal from the satellite was hitting the router at the wrong angle. My response was simply "what?" I didn't have a clue what this meant, the implications for me nor what I should do to solve the problem.

The same often happens when consultants, managers or engineers are explaining data or analysis.

Here's an example, I recently heard a consultant tell a CEO that her call centre had 40% failure demand. Then the consultant moved on to the next point. Thankfully for him the CEO stopped the presentation and asked him what he was talking about.

The consultant eventually explained that 40% of the incoming calls were caused due to a failure of the organisation to do the right thing for the client, i.e. call targets causing customer service agents to end the call before the customer got what they wanted, so they'd call back. The implications were poor service and increasing cost. The targets had to be stopped. Now he had her attention, and she knew what to do. They both win.

Something every consultant needs to know is how to interpret data for senior managers. This means that every piece of analysis or information should be presented in such a way that there is no question about what it means and what action should be taken as a result.

Here's a simple process for your next presentation to make sure that your analysis hits the mark.

1. Write out every separate piece of analysis intended for use on a 3X5 card

2. On the reverse of the card write down in one paragraph

a. What the analysis means

b. The implications of the analysis

c. What action should be taken.

Here's an example of how this works from a presentation I did recently to a prosecutors office:

"My analysis shows that only 10% of those found guilty of a crime ever pay their fine in full, this means that they know the system doesn't work. Additionally you are losing £5 million every quarter in uncollected fines. I recommend you experiment with different sentences instead of just handing out fines."

Making your data and analysis understood is important for your client's change programme and your reputation. Remember: if they don't get your message, you won't get their business.

If you'd like to learn more about how to structure presentations that contain data, analysis or technical information get the first four steps of my system free here: First Four Steps

Stuart Corrigan is the Managing Director of Vanguard (Scotland) Ltd, a consultancy firm specializing in change management and service improvement.