ChangeWise Quick Read: Managing Stakeholders (Advocate/Neutral/Blocker)

In this article, we take a quick look at identifying and managing stakeholders using the Advocate/ Neutral/Blocker technique. To get the most out of this Quick Read, you need to understand what is meant by ‘Stakeholder’ and how to categorise them in a Power Interest Grid. This is covered in a previous ChangeWise Quick Read: The Power Interest Grid – we recommend you take a look at this article before reading further!

What is the Advocate/Neutral/Blocker technique and why should I use it?

Using this technique will help you to understand the (current) status of each Stakeholder with regards any issues or specific interest in they may have in the project you are implementing. Having this information means you are more likely to interact and communicate with the various stakeholders in a way that will support your projects success.

Sounds good…..how do I get started?

Once you have your Stakeholder list agreed and understand where they fit on your Power/Interest Grid (See ChangeWise QuickRead The Power Interest Grid), you can begin to assess them in terms of key interests and issues in relation to your project. As always, we think this information is best completed in collaboration with your project team.

Once you have this knowledge, stakeholders can be categorised into 3 groups.

Let’s take a look at each in turn:

Advocate:

Status: These people (or groups) support the change taking place, the project’s success is likely highly beneficial to them. They have a vested interest in making sure things are delivered.

It is important to remember that Advocates are not just senior leaders/managers, they exist at all levels of the organisation and managing them effectively will be key to your success since they can help to influence others around them. This influence can take place formally through meetings and updates – and also informally, over lunch, during a quick chat in the coffee queue etc.

Whilst Advocates do not have a direct influence on how the project will be delivered, they are a forceful medium between the project and the organisation’s employees. This makes them highly influential, especially with regards alleviating concerns and helping to build a network of support – Advocates have a ripple effect when it comes to gaining buy-in for your project.

Action: Understand why the advocate is a supporter; will this change increase their budget/remove a great deal of unnecessary admin/increase their headcount? Once you have this information, keep them regularly updated with relevant information, seek their advice when confronted with issues and ask for their help if needed.

Photo by Afif Kusuma on Unsplash

Neutral

Status: This type of stakeholder will have an awareness of the project – but they are neither supportive nor resistant. They may feel the project will not impact their daily work or area.

Action: When it comes to Neutrals, things really depend on where they sit on your Power/Interest Grid. If they have low power/influence you can simply keep them informed of any key updates. However, if they are high power/influence, you will have some work to do. Your aim should be converting high power/influence Neutrals to high power/influence Advocates. Work to understand where any benefits and impacts might exist for these stakeholders, gain their buy-in and keep them close.

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Blocker/Critic

Status: These Stakeholders are aware of the project and its impact but are resistant to the change. Blockers can have a very negative impact on your project because like Advocates, they communicate with others and this can cause a ripple effect – except theirs can have a damaging outcome on success. This is especially true if the Blocker has been categorised as high power/influence on the Power/Influence Grid.

Action: Anticipate their reaction and aim to manage closely.

Blockers/Critics can be your biggest challenge when it comes to managing Stakeholders, but there are various actions you can take that will help. The most important thing is to remove personal feelings from any communication you might have and always stay level-headed. Blockers can often have quite emotional opinions regarding your project – it may impact their career progression/job satisfaction/budget etc. Therefore, you should always treat their view with respect, rather than shaking it off as difficult or unhelpful behaviour. Seek to understand the root cause of their concerns by involving them in the project, make sure you really listen and give them the correct forum to be honest – this could mean over a coffee rather than a project report out session. Always be objective in your responses and understand if their concerns are valid, not all views are factual – resistance may be due to a misunderstanding or lack of information.

Finally, it is sometimes the case that not all stakeholders will benefit from a project – but the change still needs to happen for the overall prosperity and survival of the company. If this is the case, be respectful of feelings but be firm. Often just recognising how the change will impact Blockers/Critics, keeping them involved and gaining their trust is all that is required to get them onboard.

I like it! What are my next steps?

Once you have a better understanding of your stakeholders and their key interests/issues with your project, you can begin to create a plan of action to ensure you have the right support/buy-in. This will give your project the best possible chance of success. A Communication Plan is great tool for keeping Stakeholders engaged/satisfied – we will cover this in a separate Quick Read.

⭐️ Remember!! The status of a Stakeholder is not static and can change over time. Revisit your categories regularly to consider these changes and ensure they are reflected in your planned action/communication.

In Summary

The Advocate/Neutral/Blocker technique is an assessment of your Stakeholder’s perceptions regarding your project. It can help you understand the (current) status of each Stakeholder in relation to the project you are implementing. Having this information means you can create an action plan regarding how you should interact and communicate with the various stakeholders to get the required support for your project

Looking for more information? Get in touch with the ChangeWise team at info@changewise.co.uk

ChangeWise believes employee engagement is the foundation for successful Change. Training and coaching your people to use simple continuous improvement techniques will enable your organisation to continuously adapt and stay ahead in a constantly changing and challenging environment.

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