Dealing with resilient stakeholders

As business analysts improve the business process, it is not uncommon for us to encounter deep-rooted doubts about IT with stakeholders and the belief that whatever it is, the solution will not work for them.

So what do you do In today’s video, I’m sharing 5 ways to help resilient stakeholders on the path to change

For those who like to read instead of watching, here is the full text of the video:

Today, I want to talk about how I can manage resilient stakeholders. We’ve got a question from the community about this particular business analyst who is working with potential CRM system users who really like their paperwork. I’m there! I found paper notes here (but I also do a lot electronically). But they were reluctant to use the new customer relationship management system and he just wondered if he could do anything to help them speed up their new system and get them involved and make sure it met their needs.

Let’s talk. How do we manage resilient stakeholders who don’t really like technology?

I’m going to talk about five different strategies to make sure you’re engaging resilient stakeholders to the best of your ability.

# 1 – Build a personal relationship

The first is to build a personal relationship. We have a full video in which I talk about different ways to build a 1: 1 relationship with stakeholders and help them understand business analysis. Make sure you take some time to invest in that relationship with that stakeholder. Not just as a “stakeholder”, but as an individual.

A work relationship doesn’t have to be that you are best friends and go out for coffee or drinks every day, but you take care of them as a person and you are not there just because you need a project, but you only have a relationship with them outside of the specific project context. . It will help to build trust and smooth the wheels for more conversations, deeper conversations, and a real basis for trust and understanding.

# 2 – Understand their current business processes

Take the time to understand their current process. Their current business processes, as far as paper is concerned, are they taking notes, how do they handle information, especially when it comes to resisting technology, where does the paper come from and why is the paper easy for them? ? Why does it seem easy to them? What is the need that is served?

Just understand it. I’m not trying to change it, improve it or do anything about it, just let me understand your current process. I want to make sure that whatever solution we come up with, it meets your needs, your process, your way of working. Because, presumably, they’re good at what they do and that’s why they’re in the role and maybe that’s why there’s some resistance (e.g., “It’s working for me”). Take a moment to understand. This is a great way to deepen your relationship with those stakeholders.

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# 3 – Focus on their problems

Pay attention to their problems. What are they frustrated by? In the circumstances that BA brought with us, it seemed that there was some frustration that they had traveled so much. They had all these paper notes that were in the filing cabinet which they could not easily mention.

  • Is it a matter of frustration for them, or not?
  • Do they have a way to work around that? If so, what is it? What is their frustration?
  • If the system could do one thing for them, what would it be? Will the game change for them?

Sometimes, especially if you are dealing with high level stakeholders who have a lot of power in the organization but they are not yet involved in this project, here you can use some of that influence b. A. You could say,

“You know, it disappoints this important stakeholder. I know we weren’t planning to solve that potential problem right now for this project, but do you think we can solve something that will really help bring them on board? “

You help bring that frustration to the project and it can help reduce some of that resistance. Now you’re solving a problem that they care about, that they want to solve, and you’re bringing it into the context of the project and you’re putting it in the light. If we can solve this problem, we’re going to solve all these other big picture problems, maybe that’s why. The project started in the first place.

I have seen a project manager do this wherever I have worked. I was a contractor and everyone was new to me, and we knew this particular team was going to be resistant and we couldn’t get any information from them. They were just so resistant. When we left, they gave us the wrong information. It was madness. So he went in and said, “Let’s talk about your problem. What’s on your plate? What’s slowing you down? “They gave us extra information about what their frustration was. Some of it wasn’t in the scope of their project, basically.

He took it and went back to the executives and said, “We really need to address this, in addition to the issues you first wanted to address. We may have to skip a few of your things to make sure we can make this important group. “And it worked wonders. As a business analyst he paved the way for me to walk behind him and say,” Okay, now, Let’s take a look at the detailed requirements for these issues that have been bothering you for a long time. “

# 4 – Share wins

As you do this you also want to share the win. This is a little above and beyond. Now that you see other salespeople working and using CRM, once your project is up and running, if you still face resistance, share the win.

  • Who are the people that are using the system effectively?
  • What is their process?
  • How do they organize their work differently?

Share those wins and combinations. How is it affecting their sales or their numbers? For example,

“He was able to leave early Friday because his sales note process is much easier.”

Whatever the stakeholder may be important to you, share those wins. When you see someone succeed, share it more broadly so that people begin to see that people are using the system and getting results, and that they are resolving these issues.

# 5 – Secure high-level support

These are the 4 strategies, let’s talk about the 5th. That high level of support is guaranteed. At the end of the day, as a business analyst, we have influence; We have no authority. We cannot dismiss people. We can’t move their paper. We cannot do anything specific to get someone to do something. No one can force you to do anything. But as business analysts, we cannot use direct authority.

Sometimes we have to involve high level stakeholders. This may extend to the director, VP or manager. That person is resistant to that level up from that person. Whether or not this project will solve the problem, if the return on investment using this new system is so important for the company, we are going to bet on our performance metrics in it.

“I’m going to pull out the old system, we’ll make it uncomfortable for you so the new system can’t be used in any way.” After they go through all the influence and authority, and the ‘you have to do it’ strategy, it can come down to a more difficult line. This is not for you as a business analyst; This is to make you aware of how these things can be effective in an organizational context.

Not all resistant stakeholders will change

Funny story, or some kind of weird story, my mother-in-law is a retired nurse and she still talks about the day they introduced electronic health records in her office and as a result she was retired. He consciously chose not to learn to use the new system and chose to retire instead. To this day, he does not use a computer. She doesn’t see pictures of our kids on Facebook. We can hardly hold him on a cell phone. He has no desire to be a part of that technology. That was a choice. He organized his career around it and left his career around it.

It happens, in some organizations and with some people who are really resistant to change. You can do all this, but you can’t force people to change. Be aware of the limitations of what you can do as a business analyst. (We’ve talked more in-depth about protecting your sensitive investment.)

Try your best. You don’t want a bunch of people to retire because of your project, but sometimes it happens and it’s okay, and that doesn’t mean you did a bad job.

I hope this answers your question. Great question. We could talk about this topic for a long time. This is a good one; It’s a juicy one. I look forward to seeing your involvement with stakeholders and helping them overcome that resistance against technology. It’s a sales process that we as business analysts do to help people see a brighter future and change the way they need to change, which also creates a positive change for companies.

You are doing great work. Thank you for what you do.

Find out what users of your business actually want [Free Template]

The most important threshold you can set as a business analyst is to ensure that your business stakeholders are deeply involved in the necessary processes and have plenty of direct input and feedback. Getting started by analyzing their business processes helps them keep track of what they really are, Really Would like

Business process analysis is often done First Strategies used by business analysts when we start learning a new domain or analyze the scope of a project. Today, I am making my proposal Business Process Template To you (absolutely free!)

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