Definition: Someone with a viable and legitimate interest in the work that you're doing.
Also referenced as: Stakeholders (noun)
The word stakeholder was used 31 times across 17 pages
Managers, clients, coworkers, spouses, family members, and peers are common stakeholders.
Sometimes we choose our stakeholders; other times, we don't have that luxury. Either way, understanding our stakeholders is crucial to our success. When we work against each other, progress comes to a halt.
Working together is difficult when stakeholders see the world differently than we do.
Most of the time, there is no right or wrong way to make sense of a mess. Instead, there are many ways to choose from. Sometimes we have to be the one without opinions and preferences so we can weigh all the options and find the best way forward for everyone involved.
While Carl is a talented designer, public speaking makes him queasy and he doesn't consider himself much of a writer. He has drawers and boxes full of notes, scribbles, sketches, magazine clippings, quotes, and prototypes.
Carl has the pieces he needs to make his book and presentation come to life. He also has a momentum-killing fear of the mess he's facing.
We need to consider our intended users. Sometimes they're our customers or the public. Often times, they're also stakeholders, colleagues, employees, partners, superiors, or clients. These are the people who use our process.
To determine who matters, ask these questions:
You may play several of these roles yourself. Be aware of potential conflicts there.
If people judge books by their covers, they judge diagrams by their tidiness.
People use aesthetic cues to determine how legitimate, trustworthy, and useful information is. Your job is to produce a tidy representation of what you're trying to convey without designing it too much or polishing it too early in the process.
As you make your diagram, keep your stakeholders in mind. Will they understand it? Will anything distract them? Crooked lines, misspellings, and styling mistakes lead people astray. Be careful not to add another layer of confusion to the mess.
Make it easy to make changes so you can take in feedback quickly and keep the conversation going, rather than defending or explaining the diagram.
Once you know what level you're working at, you can zoom in to the appropriate level of detail. Sometimes we need to zoom all the way in on an object. Other times it's more important to zoom out to look at the ecosystem. Being able to zoom in and out as you work is the key to seeing how these levels affect one another.
When you're deep in the details, it's easy to forget your broad effect. When you're working overhead, it's easy to forget how your decisions affect things down on the ground. Making changes at one level without considering the affects they have on other levels can lead to friction and dissatisfaction between our users, our stakeholders, and us. One tiny change can spark a thousand disruptions.
For example, if we owned a restaurant and decided to eliminate paper napkins to be environmentally friendly, that would impact the entire restaurant, not just the table service our diners experience.
We'd need to consider other factors like where dirty napkins go, how we collect them, how often they're picked up and cleaned, how many napkins we need on hand between cleanings, and if we should use paper napkins if something spills in the dining room.
One tiny decision leads to another, and another.
I once had a project where the word "asset" was defined three different ways across five teams.
I once spent three days defining the word "customer".
I wish I could say that I'm exaggerating or that any of this effort was unnecessary. Nope. Needed.
Language is complex. But language is also fundamental to understanding the direction we choose. Language is how we tell other people what we want, what we expect of them, and what we hope to accomplish together.
Without language, we can't collaborate.
Go through each term as a group and use this as a forum for educating each other on what you know about language and context. Don't "uh huh" your way through words you've never heard or don't understand. Instead, untangle acronyms and unfamiliar phrases.
In my experience, a list of things you don't say can be even more powerful than a list of things you do. I've been known to wear a whistle and blow it in meetings when someone uses a term from the don't list.
We listen to our users and our guts. There is no one right way. There is only your way.
Are you facing a mess like Rasheed's? Do your stakeholders speak the same language? Do you collectively speak the same language as your users? What language might be troublesome in the context of what you are doing? What concepts need to be better understood or defined?
To control your vocabulary:
A worksheet can help you capture important details that only exist in people's heads or personal records.
You can fill out a worksheet in a meeting or distribute copies of it and collect them after people have time to answer your questions. To choose the best way to gather the data, keep these considerations in mind:
Joan is the social media coordinator for an airline that recently merged with another airline. Overnight, her team became responsible for twice as much work as before. She's also now responsible for managing twice as many people.
As the details of the merger iron out, duplicative channels have to be dealt with. For example, they now have two Twitter accounts and two help directories on two different websites. To tie everything together, Joan:
When you see the world through the eyes of other people, you can spot weaknesses and opportunities for improvement. Don't hide from other stakeholders or wait until the end of the project to talk to users.
Stakeholders need to:
Users need to: