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Join us for the 2nd Annual Professional Development Days! Learn how to effectively engage stakeholders to push your professional growth to the next level. May 31-June 1, 2016.
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Attend|Learn|GrowPush Your Professional Growth to the Next Level2nd Annual Professional Development Days!May 31-June 1, 2016How to Effectively Engage Stakeholders, (May 31st; 10:50am). Chris Weir Business Development Executive with EY
Contributors Pierre-Andre Fruytier; EY Senior Manager; Lean Six Sigma Master Black Belt; Harvard MBA David Whelbourn; Project Strategist at Government of NB; (former) Director of PMO (NBISA; DGS; SNB) Karen MacDonald; EY Manager; Senior Change Management Professional John Munro; EY Associate Partner; Project Management Professional
Agenda • 5 minutes – Who am I? - Introduction • 5 minutes – What do you mean by that? - Define the Terms • 10 minutes – Principles of engagement (communication / Persuasion) • 20 Applying these principles in various situations • 7 minutes – How to Effectively Engage Stakeholders while networking • 7 minutes – How to Effectively Engage Stakeholders while selling PM Services • 7 minutes – How to Effectively Engage Stakeholders while delivering PM Services • 5 minutes - Conclusion • 15 minutes - Questions
The First Few Seconds… TRUST RESPECT
Build Your Prospect Map Technical Buyer – The role of this person is to screen out and evaluate suppliers products and services. Economic Buyer – The role of this person is to ultimately sign off the purchase of the suppliers products and services. User Buyer – The role of this person is to use and benefit from the suppliers offering. Coach – This is a person who can guide and make you informed. (*source: The New Strategic Selling by Robert B. Miller and Stephen E. Heiman
Let’s Review Networking – You only have seconds when first meeting someone to build trust and gain respect (in that order). Use body language to max effect. Selling – Use a top/down approach. Remember the 6 Foundational Principles – Reciprocation; Authority; Commitment Consistency; Scarcity; Social Proof; and Liking Delivering – Use a bottom/up approach. Three steps – a. build stakeholder map; b. prioritize key stakeholders; c. develop key stakeholders. Remember the Foundational Skills - Listening; Telling Stories
Scientifically Proven Engagement Principles • Reciprocation – we feel obligated to return favours done for us • Authority– we look to experts to show us the way • Commitment consistency – we want to act consistently with our commitments and values • Scarcity – the less available a resource the more we want it • Liking – the more we like people the more we want to say yes to them • Social Proof – we look to what others are doing to guide our own behaviour
Take Away Challenge Pick one of the 6 Foundational Principles and apply them to your Project Management practices when engaging with stakeholders. Which one will you try?
References Engaging Stakeholders for Project Success (a White Paper) by David Miller and Mike Oliver, Changefirst Ltd. Thinking, Fast and Slow by Daniel Kahneman The New Strategic Selling: The Unique Sales System Proven Successful By The World’s Best Companiesby Robert B. Miller and Stephen E. Heiman Influence; the Psychology of Persuasionby Robert B. Cialdini, Ph.D. The Power of Body Language by Joe Navarro Yes! – 50 Scientifically Proven Ways to be Persuasive by Noah J. Goldstein, Steve J. Martin and Robert B. Cialdini Crucial Conversations: Tools for Talking When Stakes Are High by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler Kiss, Bow, Or Shake Hands: The Bestselling Guide to Doing Business in More Than 60 Countries by Terri Morrison and Wayne A. Conaway The Pyramid Principle: Logic in Writing and Thinking by Barbara Minto Presence: Bringing Your Boldest Self to Your Biggest Challenges by Amy Cuddy To Sell is Human by Daniel Pink
Thank You How may I help you?
How to Engage Effectively with Project StakeholdersDelegate Take-Away - Top 5 Tips By Chris Weir – EY, Business Development Executive Mobile: 506.636.0965; Email: chris.weir@ca.ey.com Tip #1 – When presenting choices to your stakeholders, if there is more than one option then make sure there are at least three choices and lead with the most expensive option. Your ideal choice should be the one in the middle. (supporting law - commitment consistency). People tend to act when they feel they are making the “responsible” decision, are consistent with their values and are aligned with their commitment to their employer. Tip #2 - When presenting your qualifications, skills and / or experience always refer to other projects where you have done similar work, especially if it is for businesses or for people similar to the ones you are trying to work for (supporting law – social proof). Social proof is one of the most powerful motivators yet it is the one people most deny being affected by. Tip #3 - Look for people you can do favours for and always ask “how may I help you?” Be proactive in these favours by anticipating what the person will need before they even know they need it or ask for it. Furthermore, find out what they like and become a provider or source of that (supporting law – reciprocation and liking) People feel obliged to return favours and prefer to do things for people they like. Tip #4 - People look to experts to show them the way. Display your certifications where people can see them; write blogs; speak publicly about topics that are important to the people you are trying to influence or persuade (supporting law – authority). Tip #5 – Use important key persuading words such as “because” and “now.” Humans are wired to seek out options where cause and effect is understood (i.e., “because” provides that). And in a world of conflicting choices and demands on our time, humans like to know when things need to be done (i.e., “now” provides that). (supporting law – commitment consistency)
Discussion Questions • Why is it so hard sometimes to engage effectively with stakeholders? • How do you go about changing minds when people appear to be resistant to your ideas? Why do we stay focused so frequently on verbal persuasion and engagement long after it appears to be failing? • What does it mean to “make change inevitable” or to “over-determine change”? Why is this so important when attempting to change deeply entrenched habits? Why is it so rarely used? • Which of the Six Foundational Engagement Principles do you tend to rely on most? Which do you almost never consider? Why? • Can you really make the undesirable, desirable for your stakeholders? What is an example from your experience where a behaviour that was uncomfortable or undesirable began to feel otherwise to you? Why?
Discussion Questions • Why do we so often underestimate the need for skill building when influencing change? How would the principles of "deliberate practice" help improve your own stakeholder engagement efforts? • What are some ways people enable bad behaviour? How do they disable good behaviour? Describe some things people could do in your workplace to enable more effective behaviour. • Why do incentives and rewards often fail to create the intended change? What does it mean to "use incentives third"? Share an example of an incentive that really worked it supported the other sources of motivation.
