the influence agenda

© Mike Clayton 2014

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First published 2014 byPALGRAVE MACMILLAN

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Copyrighted material – 978–1–137–35584–3


vii

List of Figures ixList of Tables xiiList of Templates xiiiAcknowledgements xiv

Introduction: Why You Need The Infl uence Agenda 1

The Origin of Stakeholders 6

1 The Process is Trivial: The Implementation is Not 11

2 Who are Your Stakeholders? 26

3 More than Just Power: Analysing Your Stakeholders 40

4 What are You Doing? Craft ing Your Message 85

5 Gentle Persuasion: Soft Power 111

6 Hidden Power: Behavioural Economics 136

7 A Dozen Reasons Why You’re Wrong: Handling Resistance 157

8 Your Infl uence Agenda: Campaign Planning 174

9 Making it Work: Campaign Management 197

A Call to Action 218

Contents

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viii Contents

Appendix 1: Scenarios for the Infl uence Agenda 219Appendix 2: Stakeholder List 221Appendix 3: Additional Stakeholder Analysis Tools 226Appendix 4: Stakeholder Engagement Communication Methods 232Appendix 5: Ethical Stakeholder Engagement 234Appendix 6: Rules, Rules, Rules 236Appendix 7: Selected Glossary 238Appendix 8: Learn More: Bibliography 243Appendix 9: Hear Mike Clayton Speak about The Infl uence Agenda 245Appendix 10: Also by Mike Clayton 246Index 249

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1

Why You Need The Infl uence Agenda

Do you need to make change happen?

If you do, you probably have a wide range of diff erent people to deal with in the process. Some will be natural supporters of what you are trying to achieve, but others may oppose you. Some will have strong opinions about what you are doing and how you should go about it, while others will adopt a wait-and-see approach. You will fi nd people who are aff ected profoundly by what you are doing, yet say nothing, while some will make a ruckus, despite having little to do with you.

Project management and the leadership of change are tough enough at the best of times, but it is the varying demands, opinions and attitudes of the people you will come across in the process that will make them harder still. The hardest thing of all is the soft stuff .

Most project management books and books on change will talk about the need to manage stakeholders – the people who are aff ected by your project. And books on change management will cover how to prepare people for change and take them with you. But if you aspire to practise project manage-ment or lead change at a high level, all the while honing your skills, neither of these will be enough: this is the gap into which The Infl uence Agenda steps.

What you will get

The Infl uence Agenda does fi ve things. Aft er reading it, you will be able to:

1. chart a clear path for the process of engaging and infl uencing your stakeholders;

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2 The Infl uence Agenda

2. confi dently identify your stakeholders and understand what drives their choices and how to prioritise them accurately;

3. build structured communication programmes and craft messages that infl uence and persuade people;

4. handle resistance to what you are doing in a respectful manner to turn people’s views around;

5. embed your improved stakeholder engagement processes to enhance the way in which all of your projects and initiatives deliver change.

The Infl uence Agenda is strategic in scope

What The Infl uence Agenda can do that a single chapter of a project or change management text cannot is to look at stakeholder engagement as strategic activity. It places stakeholders at the heart of projects, change and, indeed, business as usual, recognising them as a vital part of creating successful change and running an eff ective business or operation. So, you will need a strategic approach to how you engage with groups and individuals, selecting which to prioritise and thinking about how you will develop relationships and build long-term engagement.

The Infl uence Agenda sees projects and change as a strategic tool for developing your organisation and propelling it towards a designed future. This makes stakeholders essential players in selecting and developing projects from the outset. Consequently, it places stakeholder engagement as a central role of an organisation rather than as a specifi c function of a few individuals within it. That is why The Infl uence Agenda ends with the biggest stakeholder agenda of all: considering how to go about creating a stakeholder engagement culture in your organisation and how to measure its maturity.

The stakeholder engagement process at the heart of The Infl uence Agenda

The Infl uence Agenda is arranged around a simple fi ve-step process, which we will outline here and will give in more detail in Chapter 1.




3Why You Need The Infl uence Agenda

1. Identify

Who are your stakeholders? And what are your strategic stakeholder engagement goals? By the end of Chapter 2, you will be able to answer these questions.

2. Analyse

The next step is to analyse your stakeholders to equip you to engage with them eff ectively. You also need to prioritise them so that you can focus your limited time and resources where they can have the greatest eff ect. And what resources do you have available? List the assets, skills, character, abilities and commitment of your team – and of yourself – and match these up to your stakeholder challenges. This will be a key factor in your success. By the end of Chapter 3, you will be able to assess your stakeholder landscape precisely and accurately.

3. Plan

Now it is time to build a structured yet fl exible plan to achieve the strategic results you need. An essential component of your plan will be the messages you convey at each stage, along with your choice of media and the tone you want to strike. Communication is at the heart of stakeholder engagement. By the end of Chapter 4, you will be able to create compelling, persuasive and powerful messages and deliver them eff ectively. And, by the end of Chapter 8, you will be able to plan an engagement and communication campaign that will put you in control.

4. Act

Ultimately, you need to get out there and engage with your stakeholders… You have to listen, ask, persuade, cajole, tease, induce, counter, appease, collaborate and more.

As you do that, you will have successes and setbacks. Sometimes you will have to deal with resistance: resistance to your ideas, to your leadership and to the change you are trying to promote. By the end of Chapters 5, 6 and 7, you will be able to speak and argue persuasively, and handle resistance confi dently.




4 The Infl uence Agenda

5. Review

Sustainable success comes about through perseverance. You will need to monitor what you are doing and evaluate the results you are achieving (or not). This knowledge must lead to revised plans. By the end of Chapter 9, you will be able to keep on top of the constantly changing engagement environment and, as a bonus, you will also be able to start the conversations about changing the stakeholder engagement culture of your organisation.

What you get with The Infl uence Agenda

The Infl uence Agenda is not a ‘how to’ book, spelling out one sequence of actions to follow – stakeholder engagement is far more complicated than that. It does off er a master process, which works. But, more than anything else, it is a source book; a toolkit of resources for people who need to engage with stakeholders, infl uence their choices and manage the process. Consequently, you don’t just get nine chapters of ideas, techniques and practical tools, you also get a whole array of resources:

● 10 appendices;● 63 fi gures created for this book;● 8 tables;● 15 templates – all of which (and more) can be downloaded from The

Infl uence Agenda website at www.theinfl uenceagenda.co.uk.

Getting started with The Infl uence Agenda

As with all good books, Chapter 1 is where The Infl uence Agenda starts. In this chapter will answer fi ve essential questions:

1. What … is The Infl uence Agenda?2. Why in principle … the benefi ts of The Infl uence Agenda.3. Why in practice … the evolution of power in organisations.4. How in principle … the stakeholder engagement process.5. How in practice … a roadmap through The Infl uence Agenda.




5Why You Need The Infl uence Agenda

But before you get on to that, I invite you to read a short preliminary chapter, ‘The Origin of Stakeholders’. It is only a short chapter and it is partly for fun – well, I enjoyed researching it – but I think you will learn something new and interesting. And it will introduce the fi rst of my ten Stakeholder Rules.




249

Index

Abrams, Frank W. 8activity 102advertising 97, 100, 129, 140, 144advocates 76aff ect 132, 150, 238affi liation 148AIDA 88Ajzen, Icek 128–129altruistic culture 183amiable style 130analytical style 130angels 76Ansoff , Igor 8, 9answers 96, 107apex agonists 57apex neutrals 57apex stakeholders 57, 60, 61, 133,

185, 238, 239, 240, 241apex supporters 57appearance 131appreciative inquiry (AI) 212, 238apprentice 23Ariely, Dan 141Aristotle 88, 97assertiveness 129attitude 54, 55, 72, 78, 84, 207–209,

238defi nition 43

attraction 115, 118, 133audit, see stakeholder engagement audit

auditory representations 101authenticity 116authority 70, 97, 240availability 145

background 55balanced scorecard 206, 238Bandura, Albert 148Bangalore City Police 144bargaining 135basal stakeholders 58, 238baseline 207BATNA 134BBC World Service 114behavioural change 129behavioural economics 24, 136–156,

238behavioural intentions 128being believed 117–118believability, see being believedBender, Leon 147benefi ts realisation plan 89benefi ts register 89, 238Benn, Tony 26Berle, A.A. 8bias 140, 155, 158Big Six stakeholder characteristics 57,

78Big Xs 19Big Ys 19

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250 Index

Blair, Tony 9, 10, 28bloggers 196body language 120borrowed infl uence 133borrowing authority 54Bound to Lead (book) 113brain 139brainstorming 33brainwriting 33, 71branding 95Brent Spar 11Brilliant Infl uence (book) 15, 247Brilliant Project Leader (book) 246Brilliant Stress Management (book)

246Brilliant Time Management (book)

246British Council 114broadcast media 194–195bullying 170business case 89, 215

for stakeholder engagement 15, 215

business change manager 187bystanders 238

call log 121call sheet 121campaign management 197–217campaign plan 174–196Cannibals with Forks (book) 29car park 44, 70career progression 214Carnegie, Dale 15case study 53, 119, 135, 156,

174–175, 205Cassandra stakeholder 66caution 151certainty 124change agents 129, 154change management 1, 89, 218character 98charisma 116

charm 118–119charter 156, 234–235Chicago School of Economics

137–138choice 103, 150choice architecture 137, 140–142choices 138, 142, 144, 238Cialdini, Robert 15Cicero 88Clarkson Principles 156, 238Clarkson, Max 156, 238Clayton, Mike 245, 246clients 123, 213closing 135Coalition Government 141coercion 155coercive culture 183coercive power 17, 40, 42, 239cognitive rigidity 165, 169collaboration 91, 125–126commitment 55, 78, 84, 103, 146,

149, 152commitments 131, 146commonplaces 99communication 21, 85, 86, 215,

232–233communication approach 190communication channels 78communication plan 188–189communication strategy 106community of interests 78comparisons 152compelling 95, 104compelling, persuasive and powerful

messages 95, 104competition 149complex messages 177complex projects 66complex systems 19complicity 148concessions 135Concorde 26concreteness 97




251Index

confi dence 84, 98, 151confi dentiality 107confi rmation bias 140–141, 239confl ict 25, 99, 100, 126, 133, 158,

171, 173connecter stakeholder 65connection power 42, 54consequences for stakeholder 53Conservative Party 141consistency 98conspiracy 85constructive engagement 133consultation meeting 186contemporaneous record 121continuing professional development

(CPD) 117contractogram 66–67contractors 66contractual relationships 66control 124, 146, 164, 200control of resources 53core allies 126Corporate Strategy (book) 9counter-arguments 99courtesy 131credibility 86, 97, 98, 133, 146crisis 107–110, 177, 178crisis management 107–110crisis plan 107CRM soft ware 38cross-cultural stakeholder engagement

39culture 56, 113, 183, 218culture shift 216curiosity 96, 160customer relationship management,

see CRM soft warecustomers 123, 213

data analysis 207data collection 206database tools 38daybook 121

De Gaulle, Charles 26deadlines 103decision-makers 76decisions 56, 97, 146, 164, 213defaults 147Deming Cycle 201, 239Deming, W. Edwards 201, 239democratic legitimacy 134demographics 56, 78, 113deontology, see moral dutiesdesire 100The Diff usion of Innovations (book) 59digital representations 101disaster plan 107disgust 148diversity 33, 69documentation 214Dodd, E. Merrick 8dress codes 118Drive (book) 123drivers 76driving style 131Dubner, Stephen J. 147Dutton, Kevin 15duty 122, 235

early adopters 60, 61, 215, 239early majority 60economic infl uence 112–113economic power 122, 140economics 136–138, 199econs, see rational agentsElkington, John 28–29emotional control 98emotions 97, 150empty the hopper 168, 239enemies 76engagement 91enrol and employ 46–47, 80environment of infl uence 115equity 113escalation of confl ict 173ethics 24, 98, 156, 213, 234–235




252 Index

ethos 88, 96, 97, 98Etzioni, Amitai 18, 40, 42, 123evaluation criteria 203evidence procedure 30existence bias 158expectation 150expert power 41expertise 117experts 98expressive style 130extrinsic motivators 122, 214

facilitation 69–70, 207factions 55failure 108false compliance 168familiarity 158fans 76favours 126fear 100, 103, 158, 163, 165, 169fear of failure 154, 165feedback 178, 198, 213feeder 65fi nal question 74Fisher, Roger 134fi ve-step process 2–4 Flipnosis (book) 15fl oating voters 48, 54, 76, 80, 239fl ow 96focus group 75, 77, 207foot in the door 146force-fi eld analysis 82–83Ford, Henry 117foreign policy 114forum 207foundational motivators 122Four-D approach to stakeholder

engagement 12fragmentation of power 18frame 69–71, 93–95, 102, 127, 151,

161, 239freedom of choice 155Freeman, R. Edward 9

French, John 40, 240frequency 102Friedman, Milton 8FROGS 118fun 149

gambler’s run bias 151gatekeepers 76gentle persuasion 128Getting to Yes (book) 134The Gift Relationship (book) 137goals 20–21, 27, 56, 78, 178, 205

smart, see smart goalswise, see wise goals

Gödel, Escher, Bach: An Eternal Golden Braid (book) 153

gossip 85governance 214Greenpeace 11group internal dynamics 55groups 55

habit 154Handling Resistance Pocketbook

(book) 173, 247Heath, Chip and Dan 97, 241‘Hello old friend’ 118herd attitude 207heuristic/rational model of thinking

139heuristics 138, 141, 239The Hidden Persuaders (book) 140hidden power 136–156, 239hierarchical authority 134hierarchical culture 183Hofstadter, Douglas 153, 239Hofstadter’s Law 153, 239honesty 98, 107, 235horizon scanning 35How to Manage a Great Project (book)

246How to Speak so People Listen (book)

246




253Index

How to Talk to Anyone (book) 118How to Win Friends and Infl uence

People (book) 15hub stakeholder 65hyperbole 117

Iago 116ice-breaker 70impact 43, 53, 54, 72, 78, 87, 239

defi nition 43impression plan 192inappropriate behaviour 166incentives 147, 214inequity 113infl uence 42, 54, 78, 112, 239

defi nition 42Infl uence Agenda stakeholder map

80–82infl uence map 78Infl uence: The Science and Practice

(book) 15, 24infl uencer–sponsor relationship

31–33inform and coach 47, 80information power 41innovators 60integration manager 187integrity 80, 86, 98, 116, 142, 146,

150, 234intelligent persistence 197, 239intensity of stake 54interest 42, 52, 53, 78, 228–229

defi nition 43interface network 230–231interviews 73, 74, 77, 206intrinsic motivators 122, 123intuition 52investigation 109involvement 146issue inter-relationship map 66–67

jargon 98job descriptions 214

Johnson, Eric 145journeyman 23judgement 138, 150

Kahneman, Daniel 138–139, 155Kennedy, John F. 85Keynote 151kinaesthetic representations 101Knetsch, Jack 155knowing-doing gap 22, 240Kramer, Roderick 124

labelling stakeholders 75laggards 60late majority 60leadership 13, 214legitimacy 55, 227legitimate power 41lessons learned 211–212Levitt, Steven D. 147liberal paternalism 147lie 85liking 111, 146listening 117, 119–120, 127, 131, 160,

162, 163–164, 178logo 95logos 88, 97, 99long game 185longevity eff ect 158losing momentum 170loss aversion 154, 158, 162love-hate analysis 227Lowndes, Liall 118loyalty 148

Macmillan, Harold 26Made to Stick (book) 97maintenance cycle 200–201management 214, 215, 216Management Models Pocketbook

(book) 247marginal stakeholder 240marketing 95




254 Index

master 23master schedule 177mastery 149maturity 17maturity model 217meaning 123media, the 107, 178, 194–196media training 195medium 105–107, 177, 190–191,

232–233memory 100, 102mental accounting 153mere exposure eff ect 158Merrill, David 129message 86, 121, 190–192message calendar 192messenger 146Meyerson, Debra 124microscope objections 168, 240middle option gambit 152minority interests 226misbehaviour 166mission 56momentum 103monitor and control loop 22, 25, 178,

197–198, 200, 240monitor and outvote 47–48, 80mood 150moral authority 134moral duties 138, 239moral obligations 138Morwitz, Vicki 145MoSCoW analysis 38motivation 84, 100, 102, 103, 115,

122, 123, 133, 137, 142, 176motivators, see motivationMotorola 19muffi ns 74myopia 169

name 120of projects 95

natural disaster 109

needs 52, 78negotiation 24, 134network power, see connection

powerneutral stakeholders 76, 240New York Times Magazine 147news in the loos 105newsletters 186Nobel Prize in Economics 137–138Nolan, Jessica 144normative power 18, 42, 123, 240norms 147notes 75novelty 102nudge 141–142, 149, 155, 240Nudge (book) 141, 147business ethics 156Nye, Joseph S. 113

Obama, Barack 141objections 167–168, 239obligation 122, 148one more thing 99onion model of resistance 25,

159–167, 240operational processes 56opinion formers 76, 146opinion leaders, see opinion formersopposition 133optimism 150optimistic bias 150, 152Oreg, Shaul 159, 164–165, 169ostrich behaviour 205Othello 116outlier stakeholder 33, 65, 240over-confi dence 152over-confi dence bias 152ownership 53Oxford English Dictionary 6

Packard, Vince 140partisanship 55pathos 88, 97, 99




255Index

Perceptual Positions Analysis 50–52, 73, 240

performance review 214, 216persona 77, 240persona cards 77personal power 42Personal Styles & Eff ective Performance

(book) 129personality 78, 112, 129persuasion 112

cycle 200, 201–202persuasive 95, 97, 104pessimism 150

bias 150phone 121physical environment 143pictures 195–196pilot 108, 124, 132, 149, 186, 216Pink, Daniel 123planning fallacy 153plans 164playing games 169point of view 104polarisation 133policies 178politics 55, 62, 100, 169, 199, 240polls 207portfolio management 218power 40–42, 54, 78, 113, 134, 227,

228–229, 240defi nition 41

power bases 40, 54, 134, 228–229, 240

powerful 100, 104power-interest diagram 228–229PowerPoint 151praise 119Predictably Irrational (book) 141press release 195–196pressure to conform 144primacy 102primary stakeholders 58, 240, 241priming 144

print media 195prioritisation 106, 180–181priority 68, 72product recall 109programme 89

board 187management 218management offi ce (PMO) 188manager 186–187

progression plan 193–194project board 185project management 1, 218project manager 186–187project support offi ce 188prototype 108, 132, 149, 162, 170proximity map 229psychological environment 144psychology 103, 138public relations (PR) 194–196purpose 21, 123

Quaker-run businesses 18questionnaires 36, 75questions 96, 107, 132

radio 194–195rapport 74, 118–119, 135rational agents 137–138, 239rational choice theory 137rationality 137–38Raven, Bertram 40, 240reasoning 97recency 102reciprocation 113referent power 42Reid, Roger 129relationship chart 230relationship mapping tools 62–68relationships 115, 122, 124, 125, 133,

185, 197reporting 209–210reputation 107–108, 115, 116, 122,

133, 149




256 Index

resilience 178resistance 22, 24, 99, 123, 154,

157–173, 171, 240resistance, onion model, see onion

model of resistanceresource power 42respect 86, 234response cycle 200, 202–203responsibility 125, 186responsiveness 129review 198, 200reward power 40, 42rights 53risk 132, 154, 214, 218, 230risk aversion 151Risk Happens! (book) 69, 246risk workshop 69Rogers, Everett 59, 239role play 73, 90roles 186Rosen, Sherwin 136–137routine 164Royal Mail 145rumour 85

sabotage 170saboteurs 54, 76salience 145salience map 227save face 153scenarios 34Schmittlein, David 145SCOPE method 195second position 50, 118secondary stakeholders 58, 241self-control 154self-image 153self-interest 100service failure 109shared interests 148Shell 11Shewhart Cycle 201, 239, 241Shewhart, Walter 201–202, 241

similarity and diff erence 101simplicity 97, 118Six Sigma 19sleeping giants 76smart goals 29Smart to Wise (book) 246smile 119social capital 213social environment 144social infl uence 112social media 106, 112, 186, 196social motivators 122social network diagram, see sociogramsocial power 40social relationships 112social styles 129–131society 123, 199sociogram 63–66, 241Socrates 86soft power 24, 112–135, 140, 149,

241Soft Power (book) 113soundbites 195special needs 52SPECTRES 35–36, 199spin 85spokesperson 107spons or 31, 185–187, 215square relationship 32stability 164stakeholder

analysis framework 48–49analysis tools 76analysis workshop 68–73balance sheet 210benefi ts matrix 89–90, 100defi nition 6, 241economy 9, 28engagement audit 203–211, 241engagement culture 17, 25, 197,

212–217, 241engagement goal 27–28engagement management 241




257Index

engagement manager 185, 187engagement plan 178engagement process 19–23

step 1: identify 20–21, 33–36, 71step 2: analyse 21, 42–84, 71–2step 3: plan 21, 72step 4: act 21–22step 5: review 23

engagement strategies 46–48, 91–93, 184

engagement strategy planner 83engagement strategy questionnaire

93etymology 8forums 74gains and losses statement 210impact chart 228interests map 226list 34management (compared with

stakeholder engagement) 12mapping 78–83, 241meetings 73model 12–13register 36–38, 68, 76–77Rules

Rule 1 10, 236Rule 2 12, 236Rule 3 85, 163, 236Rule 4 87, 105, 236Rule 5 159, 236Rule 6 185, 236Rule 7 236Rule 8 236Rule 9 237Rule 10 237

strategy 182theory 156triage 42, 68, 69, 71–72, 241

standard stakeholder map 79Stanford Research Institute 9Stanovich, Keith 139statement 107

status 122, 123imbalance 113infl uence 112–113

status quo 159, 161bias 158, 162–163

sticky 97, 241storytelling 34, 96, 132Strategic Management: A Stakeholder

Approach (book) 9strategic posture 180, 182, 190strategic relationships 185strategic scope 16strategy 175, 200, 205strategy development and deployment

cycle 17stress 164Studies in Social Power (book) 40style 56subcontractors 66success 103Sunstein, Cass 141, 147suppliers 66supporters 76, 207survey 75, 207swift trust 124–25, 241System 1 139, 140, 141, 151, 152,

154, 158, 161, 162, 165, 241System 2 139, 150, 151, 152, 154,

158, 161, 163, 165, 241

tactical approach to stakeholder engagement 16, 18

Tarde, Gabriel 59task-by-task assessment 35team 83, 185–186, 188, 211–212,

214, 215team-member relationship map 186telescope objections 168, 242television 194–195terms of reference 203–204test 108Thaler, Richard 136–138, 141, 147,

155, 239




258 Index

Thames Valley Police 144Theory of Planned Behaviour 128–129Thinking: Fast and Slow (book) 139Three-D approach to stakeholder

engagement 12Titmus, Richard 137tone 91tough messages 171tough nuts 90training 214, 215transformers 242transition buddy 166trapezoidal relationship 31triad of infl uence 112triage, see stakeholder triagetriangular relationship 32Triple Bottom Line 28true neutral stakeholders 48, 80trust 98, 124, 132, 146, 241Trust in Organizations (book) 124Tupolev Tu-144 26Tversky, Amos 138–139

uncertainty 86unexpectedness 97

urgency 55, 227Ury, William 134US Army 151utilitarian power 18, 40, 241

values 56, 205virtual stakeholder group 73vision 56vision statement 104visual representations 101voice of the customer 213–214Volkswagen 149Voluntary Service Overseas (VSO)

114

wants 52web technologies 106Weick, Karl 124West, Richard 139wise goals 29–30woo and win 46, 81workshop, stakeholder analysis, see

stakeholder analysis workshop

The Yes/No Book (book) 246




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