Stakeholder Discovery

When to Use This Skill

• At the start of any cross-functional project.
• When you are new to a role or organization (mapping the "two and two").
• When a project requires approval from multiple departments (Finance, Legal, HR, etc.).
• When you feel "sideways management" is lacking or obstacles are appearing unexpectedly.

When NOT to Use This Skill

• For independent tasks that have no impact on others and require no external approval.
• For small, routine tasks within a single, already-aligned team.

Core Process

Step 1: Identify & Categorize Stakeholders

• Identify "True" Stakeholders: Distinguish between those who offer opinions and those with veto power—the ability to prevent a product or project from launching. (Source: SVPG/Cagan)
• Map the "Two and Two": Identify the people and roles two levels below you and two levels above you. Understand what drives them. (Source: Johnson, Scaling People)
• Sideways Identification: Actively look for peers and other leaders who might create or prevent obstacles. (Source: Johnson, Scaling People)

Step 2: Power/Interest Analysis

• Plot the Power/Interest Grid:
  • High Power, High Interest (Key Players): Manage closely and engage deeply.
  • High Power, Low Interest (Keep Satisfied): Consult and keep content without excessive detail.
  • Low Power, High Interest (Keep Informed): Regular updates, as they are invested but lack authority.
  • Low Power, Low Interest (Monitor): Minimum effort, primarily monitoring for changes in status. (Source: SVPG/Cagan)
• Contextual Awareness: Remember that "Context always matters." Ramp up quickly by understanding the history and current pressures of each stakeholder. (Source: Zhuo, The Making of a Manager)

Step 3: Motivation Audit (Mutual Purpose)

• Identify Mutual Purpose: Find a shared goal. "Mutual Purpose is the entrance condition of dialogue." (Source: Grenny, Crucial Conversations)
• Understand "Stresses and Strains": Put yourself in the shoes of other parts of the system. What are their personalities and current pressures? (Source: Johnson, Scaling People)
• CRIB for Alignment:
  • Commit to seek Mutual Purpose.
  • Recognize the purpose behind their strategy.
  • Invent a Mutual Purpose if one isn't obvious.
  • Brainstorm new strategies together. (Source: Grenny, Crucial Conversations)

Step 4: Establish Engagement Cadence

• Leverage 1:1 Meetings: Use one-on-ones as the primary medium for information exchange and "nudging" stakeholders in the right direction. (Source: Grove, High Output Management)
• Staff Meeting Observation: Sit in on key stakeholders' meetings to understand their team's objectives and how you can best work together. (Source: Johnson, Scaling People)
• Managerial Leverage: Focus on high-leverage activities—actions that affect many people or provide long-term output improvement for the stakeholders. (Source: Grove, High Output Management)

Cross-Skill Invocations

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.

Rationalization Table

Red Flags

These thoughts mean STOP — you are about to shortcut:

• "We'll deal with [Department] after we launch the pilot." → You are ignoring a potential veto-holder.
• "They don't understand the technical details, so they don't need to be involved." → Power does not always equal technical knowledge.
• "I'm sure they'll be fine with this." → You are substituting your own "Mutual Purpose" for theirs.

Diagnostic Checklist

• Have all individuals with "veto power" been identified and engaged?
• Is there a clear "Mutual Purpose" established for each Key Player?
• Are 1:1s or regular syncs scheduled with all High Power/High Interest stakeholders?
• Have you mapped the "two levels up" and "two levels down" context?
• Does the map include cross-functional partners, not just the direct reporting line?

Sources

• Johnson, Scaling People, Ch. 4 (Team Development), Ch. 5 (Management Relationships)
• Grove, High Output Management, Ch. 3 (Leverage), Ch. 4 (Meetings)
• Grenny, Crucial Conversations, Ch. 5 (Mutual Purpose/CRIB)
• Zhuo, The Making of a Manager, Ch. 1 (Context), Ch. 8 (Managing Up)
• SVPG Articles: "Managing Stakeholders" and "Stakeholder Identification"