They agree with the idea, but do not trust the way organizations do things, but they can be convinced that they see things differently. They tend to hear and say things that fit their own needs. You are not entirely trustworthy. One minute they seem to support the idea and the next criticize it. While they can usually be kept to the side, they are also sharp backstabers. The point in the diagram below is that we need to put the right key stakeholders in a relationship of trust. Secondly – and above all – disagreement is in fact an accelerator, provided it is done in a relationship of trust. Never confuse a lack of coherence with a lack of confidence! The matrix above tells us that we have a healthy mix: How an individual handles agreements and disagreements is crucial to success. Don`t trust me. If the latter, there are some strategies that you can use to conclude: think twice before categorizing, because the essence of the will of stakeholders is trust, not agreement.
The relationship. One way or another, they agree, so you probably don`t need the players in that quadrant are the ones you don`t trust, but who, for some reason, will support you on this idea. Bless her for that. Set your common sales chance domain with them on this. Don`t expect a deal on everything. And don`t expect it to last forever. Explore their motivations and develop a common strategy. You can have a history with these players, and if so, you have to set it aside for now to build on your common agreement. They never know, they can see that cooperation creates trust and they become allies. If so, it`s great! On the other hand, don`t be too open to it. Find your areas of common interest and work diligently, but otherwise a little careful. There is a matrix that I often use to categorize stakeholders in relation to their resistance.
It is an adapted version of Peter Block`s 1987 model from his book The Empowered Manager: Positive Political Skills at Work. As you can see in the image, we also represented three areas (A, B and C) of demographic analysis (see last week`s article) on the matrix.