Veja como você pode navegar por erros comuns ao se envolver com partes interessadas seniores como gerente de projeto.

From my experience, I've learnt these are some of the keys to engage senior stakeholders succesfully: 1. Understand who your stakeholder from a role, position, level of influence and interest in your Project or functional area. 2. Define your objective and work towards it. Whether it is inform your stakeholder, ask for support to remove a roadblock, or ask their engagement to complete a task. 3. Make sure your objective is clearly communicated and backed up with data. 4. It is a good practice to ask for a Peer review or advise before engaging these types of stakeholders to get feedback on your strategy.

1)Lack of Effective Communication-Failing to keep Sr. STKH informed.Have regular scheduled connects.Updates must be concise & relevant using clear,non-technical language. 2)Ignoring STKH Input-Overlooking/undervaluing their input.Seek & value their input by involving them in key decisions & discussions keeping them informed about how their input influences the project. 3)Failure to Manage Expectations-Not setting realistic expts about timelines, deliverables &risks.Set clear goals & timelines from the outset.Regularly revisit & adjust expectations. 4)Inadequate STKH Engmt- Not engaging Sr.STKH enough.Build strong relations by involving them early & often.Use formal & informal connects to build rapport & trust.Tailor as per STKH’s prefs.

Building and strengthening relationships with relevant stakeholders makes securing approvals and a buy in in your project much easier. I have also observed that good relationship management of key stakeholders makes eases the process and gets you the support you need to excel

It’s also important to illicit and distinguish between what the senior stakeholders want and what they actually need. This will focus the project on the right outcomes and help with benefits realisation monitoring.

As a manager, I’ve found that recognising and aligning with the goals of senior stakeholders is crucial. Early in a project, I always ensure to have in-depth discussions to understand their objectives. This not only builds trust but also ensures that our strategies are aligned. For instance, in a recent project, understanding the CEO's vision for digital transformation helped me tailor our approach, which significantly increased stakeholder buy-in and project success.

Always meet in advance to present options/recommendations with each stakeholder individually. Get their buy-in and understand their objections so you can address them before you bring everyone together. You never want to be surprised by a leader/stakeholder’s objection in a room full of stakeholders. And send materials in advance with the expectation of pre-read so you don’t spend everyone’s time reading a deck.

Offer succint appraisals of options considered, but always have at the ready the detail, should stakeholders wish to delve deeper into the methodology/assumptions.

Clear communication is the cornerstone of effective stakeholder management. I’ve realised that simplifying complex project details and using concise language makes a huge difference. In one project, I utilised visual aids and executive summaries to convey progress and challenges succinctly. This approach not only kept senior stakeholders informed but also facilitated quicker decision-making.

Building strong relationships with senior stakeholders is vital. I make it a point to invest time in getting to know them beyond the professional context. By understanding their interests and values, I’ve been able to foster deeper connections. For example, regularly scheduled informal meetings and social events have proven to be effective in strengthening these relationships, which in turn improves collaboration and trust.

Understanding stakeholder goals and perspectives and then working on the solution, ask or deliverables is a good place to start. Thereafter and throughout the lifecycle of the project, review, report, and communicate with stakeholders proactively to mitigate against any risks or impediments that crop up in order to stay ahead of the curve and then re evaluate always with a view to ensuring clear communication transparency and flexibility in providing solutions.

Managing expectations is one of the most challenging aspects of dealing with senior stakeholders. I always ensure to set realistic goals and communicate any potential risks early. In a past project, I faced significant scope changes which I communicated promptly to the stakeholders. This proactive approach helped manage their expectations and avoided any surprises, ensuring a smoother project execution.

Providing timely and relevant information is key to keeping senior stakeholders engaged. I’ve implemented a practice of regular status updates and comprehensive reports that highlight key metrics and insights. During a particularly complex project, these updates were invaluable in maintaining transparency and demonstrating progress, which reassured stakeholders and kept their support.

Seeking feedback from senior stakeholders is essential for continuous improvement. I always encourage open dialogue and actively seek their opinions on project performance and outcomes. In my experience, this feedback has been instrumental in identifying areas for improvement and making necessary adjustments. It also demonstrates a commitment to excellence and fosters a collaborative environment.

When closing a project (or finishing a phase of a project) do the lessons learnt bit. And do it with your senior stakeholders. Too often this bit is skipped, as the project has finished, and people have moved on to the next challenge. However, reflecting on what went well and what could have been done differently is key to ensure organisational resilience in the face of change.