How do you talk to stakeholders in high performance teams?

Here’s what I’ve been challenge with: 1. Understanding the “who” and what their goals are. More often than not, not everyone will be on the same page as you or have the same goals. 2. Getting on the same page can be tricky, so having intentional meetings with an agenda and really working out the details and documenting the outcomes is SUPER KEY 3. Defining expectation on each side is KEY.

Meet users where they are at. Part of this work is establishing trust, then earning that trust, and most importantly, keeping that trust over time. Sometimes a stakeholder analysis tool will just not measure up to a good walk and a cup of coffee talking to a fellow human, and asking how they are doing. Start by allowing people to tell you how they are coming into the conversation. Ask them to indicate to you where they are on the scale of change saturation. Do they not know enough at this stage? Are they starving for more information? Or are they overwhelmed with the amount of information and just looking for some clarity. Shape your assessments and interactions accordingly and allow stakeholders to be seen and understood and believed.

Actually I disagree, in my experience trust must first be earned before trust can be established. Using mirroring, matching or using humour may provide you with opportunities to communicate effectively with others, but these 'techniques' are just that, communication tools. Using techniques does not build genuine rapport, and could result in distrust, after all we are talking about high performing teams. I find that trust is earned by being truly present, actively listening and hearing what each stakeholder values both in life and in work. Then create a safe space to work jointly to form a set of team values which naturally develops a set of expectations that everyone will strive to uphold.

Trust must be earned before any foundation can be established. Sometimes, this looks like shutting the laptop and not going through the PowerPoint and instead asking the fellow humans, "How are you?" And when they answer is given, which sometimes is silence, let there be space for that response. Resist the urge to solution, and instead deepen the listening. The only way that trust can be earned is to demonstrate your care and altruism exceeds your desire to get thing checked off a list. Yes, there is work to be done, and you will get to that, but none of it will be good work if the people you are working with do not trust you and how you see the world firstly. Start there, from a place of genuine curiosity and care. Then, learn.

From my experience, aligning on objectives and expectations with stakeholders is like planning a group camping trip. Imagine the chaos if everyone had a different destination (objectives) in mind! As a bonus tip: Don't just assume everyone's on the same same! Hold regular check-ins to ensure everyone's aligned with the plan. Address any questions or concerns to keep communication open, the team united and focused on reaching the common goal!

Communicating effectively with stakeholders in high-performance teams is crucial for success. Here are some tips for doing so: Be Transparent, Listen Actively, Set Clear Expectations, Provide Regular Updates, Address Concerns Proactively, Customize Communication, Be Responsive and Celebrate Achievements. By following these guidelines, you can effectively communicate with stakeholders in high-performance teams, ensuring alignment, engagement, and success.

Engaging with stakeholders in high-performance teams is pivotal for success, and it involves a blend of strategic communication and emotional engagement: Evocative Expression: Key Messages: Craft messages that resonate with stakeholders’ interests and align with the team's goals and vision. Emotions: Tap into the stakeholders' values and emotions to foster a deeper connection with the project. Symbols: Use powerful imagery or symbols that encapsulate the essence of the team's mission or the innovation’s impact. Stories: Narrate compelling stories that illustrate successes, learnings, and the human element behind the team's work.

High performing teams likely have their communication competencies on high. There is a reason they do well, because they know how to communicate and engage with customers and partners. Know this when you are engaging with stakeholders. Also know that time is money. And time wasted is value lost. So, don't waste time through cumbersome communications. Communicate with clarity, connection and compassion. Help those being communicated to feel the change that is coming. Use the power of visuals, video, podcasts, infographics and even tools like Firefly or DALL-E3 to generate images that evoke emotion and draw people in. Storytellers are your best marketers and communicators. Let them help shape how you communicate. Make it memorable.

They say feedback is a gift. What they don't tell you is how to return that gift if you don't like it. Or if there is a return policy in place. When communicating anything in today's enterprise, the ability to share feedback, or rate effectiveness or share sentiment should be built in to the channels. Communicating clearly, concisely and compassionately goes a long with any change or transformation. It is not always expected that you have all the answers, it is however expected that what can be shared be communicated in a fair and transparent manner, conveying facts and allowing for feedback to be shared in return. Tools like Viva Engage and Viva Amplify can help take the guess work out of this work for leaders and communicators.

Adapt and iterate always. I often share with teams this phrase, "I reserve the right to get smarter." That means to lead with a growth mindset and to boldly be a work in progress. Demonstrating what it means to be learning at every turn and to take opportunities to innovate, pivot, create and connect for lasting impact and outcomes. As you learn more and change, you should communicate your learnings, where applicable, to stakeholders to bring them along on the journey. This will help build trust and encourage others to do the same. Too often, we expect teams to be agile, innovative, even disruptive for new ideas, but if they don't see leaders doing it, then they thing it is too risky to try and do themselves. We must lead in change.

Keep evolving and learning. I often share with teams the idea that "We always have room to grow." This means leading with a growth mindset and being open to continuous improvement. Show what it means to learn at every opportunity, innovate, pivot, and connect for lasting impact. Share your learnings with stakeholders to build trust and inspire others to do the same. Leaders must model agility and innovation to encourage teams to embrace change.

When talking to stakeholders in high-performance teams, clear and frequent communication is key. To ensure everyone's aligned, I often use the 'R-factor' question: "If we meet again a year from now, what would need to have happened for you to consider this project a success?" This question opens up a dialogue about their vision and expectations in a non-intrusive way. It helps in understanding what 'success' looks like from their perspective and guides them in setting realistic, aligned goals. By regularly revisiting and reassessing these expectations, we can effectively manage the project, adapting as needed. This approach not only aligns objectives but also builds trust and ensures we’re all moving towards a common, clearly defined goal.