Engaging Stakeholders – Part 2 – Getting Backing From the Board
Posted by
Getting new initiatives agreed at Board meetings isn’t always easy, so how can you ensure success time after time? Engage your stakeholders – here’s how.
You have a new initiative you are sure will really move the business forward. Your team has worked hard on it for months, the Board presentation is booked – but have you really identified your supporters and where resistance might come from?
Let’s assume you’ve worked across your stakeholder map, spoken to your peers and got their input for your ideas. Do all the Directors know of your plans? All of them will have a voice and a vote!
Send each of them an outline of your proposal and ask for a meeting – never ambush them. Present your ideas in person to get their input and views. Remain calm and neutral – if you are too defensive about your ideas you won’t hear resistance, never mind address it!
Start by outlining your proposal and ask for feedback. Listen carefully to their answers, don’t judge. Ask open questions – remember the mantra ‘what, why, who, when and how’ – to get the conversation flowing. For example, ask “How do you think this proposal will impact/support your business division?” Then ask further open questions to understand the thinking behind their answers. Be aware that this probing can feel like interrogation! So summarise often to check you’ve understood what’s being said – and remain neutral – you are there to learn. For example, say “So your key concern is that this proposal, whilst interesting, will increase your division’s workload at a critical time?”
When they have finished, summarise one last time to clarify the issues raised. If there’s time, respond to their feedback as you may be able to identify easy changes which will address their concerns. If so, say so and gauge the reaction. Otherwise, thank them for their time and input and retreat to consider any new information and how you might accommodate this to ensure you gain their full support.
At this point, you really have to consider your positional power. If you are a Senior Executive and are clear this initiative has to cut across outdated production or service constraints you may decide at this point to make your decision and announce it. If you need the full support for the initiative at Board level – even if you are a Board member yourself – you may need to rework the proposal to demonstrate you’ve heard (and respect) the views you’ve gathered. As a senior manager, I often had to accommodate very different cultures between the Divisions of the company. I achieved this by gaining support for the overall strategy so it was coherent across the organisation, plus agreement that how it was implemented could accommodate local needs. This allowed me the flexibility to tailor the delivery to fit differing requirements.
So, in this final review, consider the common ground you have with each stakeholder. What it will take to win their support? Are there any conflicts to be resolved first? Then regroup. Revisit each Director to discuss the changes made, and firm up support or reduce resistance to your proposal. This way you’ll be more confident when presenting to the Board. And you’ll be able to demonstrate the work done to ensure the initiative works for the whole organisation – and show how you’ve accommodated people’s needs.
TAKE AWAY
Ensure the success of your Board proposals by engaging stakeholders throughout the development of an initiative to gain support, accommodate needs and reduce resistance. As a Director once said to me “Never go to the Board for a decision without already knowing you have the support to get the proposal through – even if there is resistance.”
Good luck!