Intro

One of the biggest challenges of organisational life is getting stakeholders aligned. If you're a line manager, product manager, delivery manager, project manager etc, you've probably faced the frustration of trying to get different parts of your organisation to move in the same direction. This problem is not just about poor communication or conflicting personalities—it's much deeper and more systemic.

Navigating Common Frustrations with Stakeholders

Have you ever felt the frustration of key stakeholders not showing up to meetings or ignoring your emails? 😖

Or when the person who does show up has no real authority and needs to seek permission elsewhere? 😫

And those endless email chains where everyone has lost track of context and decisions made? 😵‍💫

What about getting agreement from a group of stakeholders on a course of action, only to discover there were other impacted stakeholders you knew nothing about? 🥺

And then there are those decisions that seem to be made but lead to no action. 🥵

In my business life, I've faced all these scenarios multiple times. Stakeholder wrangling is undoubtedly some of the hardest work we do!

Understanding the Root of the Issue: Systemic Misalignment

At its core, stakeholder misalignment is embedded in how organisations are structured and operate. Organisations are designed for functional specialisation. This means different departments or units focus on specific areas of expertise. While this approach helps manage complexity and achieve economies of scale, it also creates silos. These silos can become entrenched, leading to misalignment.

Moreover, power dynamics at the top of organisations often exacerbate these issues. Leaders are frequently driven by different incentives, which can result in politics, turf wars, and competition rather than collaboration. These dynamics are usually invisible to those at the top, who might not fully grasp the silos' depth or the resulting misalignment.

Different departments and individuals are incentivised in various ways, pushing them in divergent directions. This competition can be fierce, with each group prioritising its own goals over the organisation's broader objectives. As a middle manager or lead, you're often caught in the middle, trying to navigate these conflicting incentives and align your team with the overall strategy.

Taking Action: Strategies for Stakeholder Alignment

Understanding the systemic nature of stakeholder misalignment is the first step. The next is to take concrete actions to address these challenges:

1. Get Key Stakeholders with Decision-Making Authority All in a Room Together, with Good Facilitation

I have seen magic happen when the right people come together to envision, strategise, and make decisions collaboratively. Decisions that had been discussed for months can be finalised in just a few hours. I am a massive fan of well-prepared and facilitated workshops that create shared understanding and drive action forward.

2. Constantly Look for and Reference Shared Purpose

One of the most effective ways to overcome misalignment is to focus on the organisation's shared purpose. Remind your team and stakeholders of the common goals and mission. By continually referencing the broader purpose, you can help different groups see beyond their immediate objectives and understand how their efforts contribute to the organisation's success.

For example, if you're in a tech company where the marketing and development teams have conflicting priorities, emphasise how both teams contribute to the product's success and the company's mission to innovate and serve customers better.

3. Look for Where the Misalignment Begins

Often, misalignment originates from higher up in the organisational hierarchy. Pay attention to the dynamics among your boss and their colleagues. Understanding where the misalignment starts can provide crucial insights into resolving it.

Consider a scenario where sales and production teams have conflicting goals set by their respective directors. Noticing this misalignment can lead you to initiate a discussion between these directors, highlighting the need for a unified strategy.

Bring the People Where the Misalignment Originates Together

This step can be challenging but necessary. Bringing together the individuals or groups where misalignment starts can help in addressing the root causes. This might require difficult conversations and sometimes pushing back against your boss, which can be intimidating. However, facilitating dialogue and fostering understanding among key stakeholders can lead to significant improvements.

For instance, if there's a constant clash between the finance and operations departments, organising a joint meeting with the heads of both departments to discuss the overarching company goals can pave the way for better alignment.

4. Find Others Who Are Challenged by Similar Misalignments

You're not alone in facing these challenges. Seek out colleagues who are experiencing similar issues. Sharing your challenges and generating options together can be incredibly beneficial. Forming "coalitions of the willing," as an old boss of mine used to say, can create a support network and amplify your efforts to address misalignment.

Imagine you're part of a regional office that struggles with directives from the head office. Connecting with other regional managers who face similar issues can help you present a unified front and propose practical solutions to the head office.

Conclusion

Aligning stakeholders in an organisation is one of the toughest challenges for managers and leads. It requires a deep understanding of systemic issues and the courage to take action. By focusing on shared purpose, identifying the roots of misalignment, facilitating dialogue among key stakeholders, and forming coalitions with like-minded colleagues, you can navigate these complexities more effectively. Remember, the effort to align stakeholders is not just about resolving conflicts but about driving your organisation towards its true potential.