InternationalStakeholderManagementIMPACT Corporate Training

Bernie Jones

Training Manager – Chase Manhattan, AustraliaCash Management Sales – Chase Manhattan, Australia,

Asia, Europe, US Global Training Head – Standard Chartered Change Manager – Westpac Singapore Fund Raising Committee – National Cancer Centre

Managing Director – IMPACT Corporate Training

Scope International

IMPACT Corporate Training Global Clients

Introductions

• Meet your colleagues

• Find out something interesting

• Expectations

Key challenges in International Stakeholder Management

• In groups identify the keychallenges

• Why are these situations challenging?

• What have you tried that is successful?

ObjectivesYou will learn

• How to confidently engage your stakeholders in a structured way so you understand theirinterests and priorities

• How to use behavioural style analysis to recognise what is important to your stakeholders and communicate with them in the way they prefer

• How to make the most of cultural diversity to improve your stakeholder buy in

Your Objectives

IMPACT Engagement Model

• Investigate • Migraines• Priorities• Ascertain Needs• Confirm Understanding• Take Action

Investigate

Understand their present situation:• Market share, revenue, costs, client data• Economic data• Organisational structure• State of technology• Regulatory environment

What’s happening now?

Map

Document current processes and challenges

• Falling revenue• Increasing costs• Increasing complaints• Substantial risks

What’s wrong, given the present conditions?

Prioritise

Helps predict the current and future impact • Loss of trading ability• Loss of market share• Loss of customers• Costs outweigh revenue

What will happen if they fail to act?

Determines their Priorities – their incentives

Ask about needs

Describes the elements of their desired goal•Quicker information•Improved accuracy•Better skills•Greater awareness•Improved access

What will help prevent the time-bomb?

Confirm Understanding

Summarising the conversation

Investigation outcomesMapping outcomesPrioritiesSolution outcomes

Shows you have been listening

Taking Action

Documenting the conversations in a Call Report

Investigation outcomesMapping outcomesPrioritiesSolution outcomesNext Steps

Obtain approval / concurrence with stakeholder

key stakeholder LIFO discussion

• Why is this person important?• How does their style impact your relationship?• What challenges do you face?

Power / Interest Grid

Styles, KPIs, Cultural

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DEALING WITH DIFFICULT SITUATIONS

Stress = Our perceived ability to deal with the demands of the situation

Fight / Flight Response

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Fight / Flight

EVENT↓

THOUGHT↓

FEELING

ObjectionsI’ve always done this way for years, why should I

change?I don’t see how the new system will helpWill I lose my job if this new system is implemented?I think its too difficult to learn a new system – I don’t

see why we should changeHow come I wasn’t consulted on my views when this

is going to affect meWhat data do you have to prove this system will

improve our process / productivity.

Guidelines on Understanding Cultural Differences

• Get to know people from different cultures.• Have an open mind to their traditions that you may find difficult to

understand.• Ask them to your work and private functions.• Arrange meals where people bring food from their country and

explain the significance.• Learn about them – what are they interested in? Where are they

going?• Genuinely find out about their culture – what are the beliefs, the

history, the big events.• What do they mean? How about religious festivals and customs?

How do they impact their expectations of others

Guidelines on Understanding Cultural Differences

• Offer to help them understand your culture - give examples.

• Discuss the differences. Ask what is acceptable and acceptable behaviour in their country. What is expected behaviour?

• You will be surprised just how different acceptable standards are.

• It’s easy to understand similarities. It’s difficult to see the world from others’ points of view.