1. Introduction: “Creating stakeholder alignment is not an obstacle to doing our job. It is our job.” – Doug Kessler, Creative Director, Velocity Partners. Lately relabeled as "Stakeholder Engagement," Stakeholder Management is a nuanced endeavor, especially for a Technical Program Manager (TPM). In this role, you are not merely checking off tasks on a To-Do list but orchestrating an intricate ballet of expectations, timelines, and resource allocation. Since a Program or Project is a temporary effort to create or deliver "something," complexity and uncertainty are integral parts of the equation. Moreover, the fluid situation makes it harder to identify the relevant stakeholders before one can try to manage them. 2. Stakeholder Management – The Enigma! Although whole books have been written on this very important aspect, let's try to summarize it in as few words as possible, as listed below: 1. Stakeholders’ Identification 2. Listening (Actually!) 3. Stakeholder Communication 4. Risk and Issue Management 5. Trust Building and Engagement 2.1. Stakeholders’ Identification: "The best way to minimize disagreement is to make sure that all the stakeholders are in the room." — [Cheryl Yeoh, Tech Entrepreneur] You can't manage stakeholders if you don't know who they are. Utilize tools like the Power-Interest Grid to segment your stakeholders into distinct categories, such as players (Main Stakeholders), subjects (SMEs), context setters (Influencers), or crowd (Other Stakeholders), etc. Find their needs and customize your communication strategies and tactics to address each category's needs and expectations. Another mistake TPMs make is making this effort once at the start and then following it to the end. As mentioned earlier, Programs and Projects are done in complex situations, often termed as VUCA World, so a TPM must keep the communication analysis and strategies/tactics updated continuously. This aspect isn't just about efficient planning at the start —it's about creating and sustaining a stakeholder engagement mechanism for successful execution. 2.2. Listening (Actually!) “The biggest communication problem is we do not listen to understand. We listen to reply." — [7 Habits of Highly Effective People by Stephen R. Covey] A critical but often overlooked aspect of stakeholder engagement is listening. How often are we ready to listen – really "LISTEN"? Most of the time, we hear the words and process how to react and not how to understand and respond truly. As a TPM, you must control your emotions and judgments and listen actively and empathetically. Active listening provides valuable insights into stakeholder concerns, which can help you fine-tune your approaches and resolve potential conflicts before they escalate. Remember, you're managing the stakeholders, learning, and tailoring your actions accordingly. 2.3. Stakeholder Communication "Communication works for those who work at it." — [John Powell] Simply broadcasting information is not effective communication; it's just a noise that may overload the receivers and diminish the effectiveness of intended communication. As a TPM, you must spend enough time strategizing your communication to ensure that the "Right" information reaches the "Right" recipient at the "Right" time in the "Right" format. Did you count how many "Rights" you just read? Yes, you are right – too many. Oh! Did I use the word "RIGHT" again? So, a lot must happen properly to have effective communication, as clear, consistent, and relevant communication is essential. Senior managers mostly focus on ROI and business impact; mid-level managers may be interested in the operational detail, whereas your team wants to know the "what, when, and how." Crafting specific, relevant messages for each group is not only a "Good to Have" but a "Must Have." Make sure you're speaking their language and keep them updated in an appropriate format. 2.4. Risk and Issue Management "Risk comes from not knowing what you’re doing." — [Warren Buffett] Risks and issues are the harsh reality of everything we do or do not do. However, a skilled TPM proactively works on identifying, analyzing, and planning for mitigating most of the risks before comprehensively communicating the status to relevant stakeholders. Don't scare people; assure them you know the risks and have a thoughtful plan to manage them. Remember! A problem presented without a solution is nothing but a complaint, and TPMs are expected to be solution providers, not doomsday harbingers or crying babies. 2.5. Trust Building and Engagement "Trust is the highest form of human motivation." — [7 Habits of Highly Effective People by Stephen R. Covey] Trust never exists by default. One must prove trustworthiness first before winning the stakeholders over. But once established, trust is the most important aspect of stakeholder engagement. Transparency in every aspect and commitment delivery helps a TPM gain trust, which must be kept alive throughout the journey. Make stakeholders partners in your journey and manage their expectations daily to ensure their continued support for success. 3. Conclusion: As John C. Maxwell eloquently stated in The 21 Irrefutable Laws of Leadership, "Leadership is not about titles, positions, or flowcharts. It is about one life influencing another." A program or a project is not in isolation without any purpose or stakeholders. No matter how well you deliver, not engaging stakeholders will inevitably prove to be a fatal mistake for a TPM. A TPM must be the master of many arts – communication, mediation, and influencing. Collective wisdom, constructive criticism, and negotiated settlements are the key facets of any program/project to achieve the shared goals – the shared victories. References: Covey, Stephen R. 7 Habits of Highly Effective People: Powerful Lessons in Personal Change Maxwell, John C. The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You VUCA World, Wikipedia Ending Note from Author: “KNOWLEDGE is knowing a “LITTLE”; whereas, WISDOM is knowing how little that “LITTLE” is.” – Imran Liaquat Thank you for reading this article! Humbly acknowledging my limited knowledge and strongly believing in “Student for Life” philosophy, I welcome your questions, observations, or suggestions.
