Use when you need to map who has power, who will be affected, and what motivates each party — produces a stakeholder map as an analytical artifact. This skill identifies and categorizes stakeholders; it does not persuade or influence them (use influence-architect for that).
Stakeholder-discovery is the process of mapping the "organizational ecosystem" to ensure you have the necessary alignment and safety to proceed. It distinguishes between those who have opinions and those who have "veto power," ensuring that critical relationships are cultivated early.
NO DELIVERABLE WITHOUT A VALIDATED STAKEHOLDER MAP
Late-stage "vetoes" are a failure of discovery. Mapping power and interests early is the difference between a smooth launch and an organizational roadblock.
digraph stakeholder_discovery_flow {
"Start" [shape=doublecircle];
"Step 1: Identify & Categorize Stakeholders" [shape=box];
"Step 2: Power/Interest Analysis" [shape=box];
"Step 3: Motivation Audit (Mutual Purpose)" [shape=box];
"Gate: Map Validation" [shape=diamond];
"Step 4: Establish Engagement Cadence" [shape=box];
"Done: Stakeholder Context Established" [shape=doublecircle];
"Start" -> "Step 1: Identify & Categorize Stakeholders";
"Step 1: Identify & Categorize Stakeholders" -> "Step 2: Power/Interest Analysis";
"Step 2: Power/Interest Analysis" -> "Step 3: Motivation Audit (Mutual Purpose)";
"Step 3: Motivation Audit (Mutual Purpose)" -> "Gate: Map Validation";
"Gate: Map Validation" -> "Step 4: Establish Engagement Cadence" [label="valid"];
"Gate: Map Validation" -> "Step 1: Identify & Categorize Stakeholders" [label="invalid"];
"Step 4: Establish Engagement Cadence" -> "Done: Stakeholder Context Established";
}
REQUIRED SUB-SKILL: problem-framing — To ensure the problem being solved is actually what stakeholders care about.
RECOMMENDED SUB-SKILL: using-skills — To maintain discipline in stakeholder engagement.
RECOMMENDED SUB-SKILL: rapport-builder — For cultivating the informal connections mentioned in Scaling People.
| Thought | Reality |
|---|---|
| "I'll talk to the stakeholders once the draft is ready." | This is too late. Early engagement identifies constraints before they become "vetoes." |
| "Legal/Finance are just 'check-the-box' steps." | If they have veto power, they are Key Players. Treating them as an afterthought creates friction. |
| "I already know what the CEO wants." | Assumptions about leadership goals often miss the "Two and Two" context. |
| "Meetings are a waste of time; I'll just email them." | Meetings are the medium of management. 1:1s allow for the "nudges" that email misses. |
These thoughts mean STOP — you are about to shortcut: