How do you tell stakeholders what your team wants?

I actually agree with knowing your audience and doing a through study of your stakeholders. The key here is to come up with a clear strategy of presenting a justifiable reason for them to heed to the need of your team. For example, most stakeholders are not just concerned about the value, they can also be very much concerned about ROI.For every demand, there will be a need for proportional supply.

Talking to stakeholders is crucial and, honestly, it can make or break a project. I've found the STAR method to be effective. It stands for Situation, Task, Action, Result, and it structures the conversation in a way that’s easy to follow. First, I set the scene by describing the situation we’re in. Next, I outline the task or challenge that needs addressing. I then talk about the actions we propose to take, followed by the results we expect to see. Being specific and realistic is key. Stakeholders are more likely to support a well-thought-out plan rather than vague ideas. And don’t forget to seek their feedback and look for ways to collaborate. Two heads are better than one, and stakeholders often have insights that we haven’t considered.

Knowing your audience means understanding who they are, what they care about, how they prefer to communicate, their challenges, and what they expect from you. It involves researching their background, roles, objectives, and preferences to tailor your message effectively.

The key to fruitful personal and professional relationships lies in the ability to communicate effectively. Nonetheless, misunderstandings and conflicts often emerge because we fail to clearly establish the intention behind our communication. Whether we are engaging in a casual conversation, attending a business meeting, or delivering a significant presentation, it is crucial to explicitly define and convey the purpose in order to achieve the best outcomes.

Define your purpose in communication by clarifying your goal, understanding audience needs, crafting a clear message, and choosing the appropriate medium.

Think of your requests as a GPS for stakeholders - the more specific and realistic the directions, the smoother the journey. Paint the picture with clarity, steer clear of foggy paths, and navigate towards a destination of mutual understanding. Remember, your 'GPS' is powered by facts, calculated risks, and transparent choices. With this, you become the compass guiding your team and stakeholders to a shared success story.

Another aspect to consider is the formal vs. informal authority of managing stakeholders. I’ve partnered with leaders across many levels in the organization and across functions in my advisory work where I have zero authority or decision-making power. The most important thing I’ve done to help me influence stakeholders is getting buy-in from them early on and establishing relationships built on trust. My advice to do this is: 1) be a genuine servant leader, and 2) always do what you say you are going to do.