I attended a Product Tank event last month, and this topic caught my attention. I believe stakeholder management is always a painful, challenging area in product management. It's never enjoyable working in a zoo. As an aspiring product manager, this challenging work somehow gives me a sense of satisfaction, but only when it goes well.
There are a few takeaways from this event and also from my past experience.
1. Identify the Right People/Include Relevant Stakeholders
It's difficult when you work in a large corporate environment. My biggest fear will always be missing some important stakeholders. The nightmare is receiving a message like, "Why was I not consulted on this?" Then you question yourself: What have I done wrong? You might also wonder whether he/she needed to be invited or even involved. This ‘missing one’ might cause delays, further discussions, approval issues, back-and-forth communications, and so on. You might not be in good standing anymore and could face more backlash, etc. We all need to learn from hard lessons. This might be one of them. However, it can be avoided as well.
So, how can we make sure we identify the right group of people?
If you are working in a junior position, always check with your senior about the invitation list.
Be clear about the topics/goals you want to achieve in the meeting and invite the right people. For example, I was working on a product launch in mainland China. The primary group of people included teams in mainland China, the marketing team, the CRM team, the L&D team, tech support, and the operations team. These were the key departments that helped with the launch.
If you have stayed in the company for a while, you also know better how the company works and who the key stakeholders are that you can't miss out on.
2. Explore How Information Is Shared
Different stakeholders have their own focuses and the best ways they absorb information. Also, it's important to know what kind of information is relevant to them. The more precise you can be about what they need to know, the better. You might also think about the form of information to be absorbed – what's their behavior and the best way to receive it? How do you make those more accessible? Do you want to have two versions – one as a summary/highlights to be presented during the meeting and another one as a detailed version to read?
CFO: They focus more on numbers, slides, and the roadmap.
Customer service: Slack, release notes.
Compliance: Prototypes, requirements.
Project manager: Roadmaps and PRDs.
3. Stakeholders Resistant to Change
Talk to them and understand the reasons behind their resistance. Everyone likes to be heard, and as a product manager, you need to be a good listener to know what your users are asking for. If they don't want to change, why? What do you want to achieve? Sometimes, there is no right or wrong answer. After listening to their reasons, you might realize you were missing something. You will be glad you took the time to listen. Otherwise, show understanding and try to find a middle ground. Put yourself in their shoes. Don't try to get too personal; focus on the interests at stake.
4. Building Connections
Understand their needs and the best ways to communicate. With complex stakeholders, build trust and rapport. Sometimes, relationships with different teams help. Being friendly is better than being an enemy. When they feel you're on their side, they're more willing to share and let their guard down, saving you trouble.
I spent a lot of time in meetings and building connections. It’s easier in person. Before COVID, we even flew to mainland China to meet stakeholders. Speaking the same language helps; I am fluent in Mandarin and familiar with the customs (lots of dinner and drinking) , which made them feel closer to me.
5. Fear of Missing Out, Want to Fight for the Best Interest
As a junior product owner, I constantly received emails and meeting invites from different teams sharing their needs. At first, I wasn't sure why I had these meetings but felt the need to attend since my boss was busy and part-time. I didn’t ask for details before accepting meetings and felt overwhelmed by the information.
I realized they were worried about being left out. They explicitly told me they weren't consulted and asked for the roadmap. Those meetings were hard lessons, but I'm glad I experienced them early in my career.
6. Stakeholders Join Midway
If stakeholders haven't been involved from the beginning, how do you avoid scope creep? A roadmap helps. Present it and use data to convince them if necessary.
When I was a product owner, a new tech director joined midway and wanted to take over all digital projects. She was crucial for project approval but didn’t know my team, the project, or the process. I scheduled a meeting to walk her through what we had done, where we were, and our plans. The initial meeting went well, and she admitted she was still unfamiliar with the company. I scheduled weekly catch-ups with her. Though she wasn’t on my team and I didn’t need her approval, I needed her support to ensure the project’s success. Even for the future development. This is one of the many ways to handle such situations, depending on the stakeholder’s level and team.
Stakeholder management is a form of partnership, a huge teamwork effort. All stakeholders aim to achieve the best result together. This applies not only to product managers but also to project managers. I was lucky to manage a massive project as a fresh graduate. This intense experience helped me build valuable skills.