When I first learned about project management formally, my colleagues impressed upon me the need to ‘manage your stakeholders’. That is, to manage their perceptions, to manage their opinions, and to manage their impact on your project. Stakeholders, I was told, are the key to project success… or failure.
If, by the way, you are not familiar with the term ‘stakeholder’, don’t worry – it just means anyone who has any interest in your project at all. I looked at the origin of this word in my previous posting.
Manage stakeholders badly and, no matter how well you manage other aspects of your project; it will fail. Because it is your stakeholders who get to judge.
So stakeholder management has becoming a more and more important component of project management and project management training for many years. For the last fifteen years, it has been one of the parts of my project and change management training programmes and seminars that has resonated most strongly with participants and audiences.
But there is a change in the air. Increasingly, people are referring not to ‘stakeholder management’, but to ‘Stakeholder Engagement’.
This is a change that I welcome and I will capitalize the term too, for reasons I will come back to in a moment. For me, engagement is simply a lot more respectful than the idea of trying to manage your stakeholders. So when I started work on my latest book, ‘The Influence Agenda’ which is about a systematic approach to engaging with stakeholders, I took the decision to use the term Stakeholder Engagement exclusively. And from this month – in which the book is published in the UK and the US, I am changing all of my training and seminar materials accordingly.
I do, by the way, use the term ‘stakeholder engagement management’. By this, I mean management of the process of engaging with stakeholders… respectfully and positively.
So, why the capitals?
I have capitalized Stakeholder Engagement because I think it is time to recognize this as a formal discipline in its own right. Project Management (and its cousins Programme Management, Change Management, and Portfolio Management) is well established – indeed project and programme management together have their own professional bodies in many countries. Risk Management is not only a distinct area f professional skill, it is a distinct specialty of project management. Now I would like to see Stakeholder Engagement acquire the same status.
The Influence Agenda: A Systematic Approach to Aligning Stakeholders in Times of Change is published by Palgrave Macmillan next week, on 22 April 2014. It is available from all good booksellers, including Amazon UK and Amazon.com.
You can learn more about the book and its contents, read extracts, scan the full contents list, and download resources at: theinfluenceagenda.co.uk.