Who we are

1. Covering the stakeholder bases - a new perspective on project success Bob Newman, Director, Insight Consultancy and Donnie MacNicol, Director, Team AnimationProject success is not just a matter of meeting time, cost and quality criteria, however difficult that may be in itself. Sustained success is dependent on meeting often unstated, variable and varying stakeholder expectations and success criteria (including sponsors and SROs). This presentation will provide PM�s with insights into how they can strengthen these critical stakeholder relationships. Covering the stakeholder bases - a new perspective on project success Bob Newman, Director, Insight Consultancy and Donnie MacNicol, Director, Team Animation

2. Who we are

3. Route map Setting the context � why stakeholder relationships are so important How to look at stakeholders � Individual, role, function and organisation Understanding how client stakeholders view projects The Insight database and method Insights from the database based on qualitative analysis of stakeholder perceptions Impact on Project Management - newPM� Development of PM�s - leadership Top Tips Covering the stakeholder bases - a new perspective on project success Project success is not just a matter of meeting time, cost and quality criteria, however difficult that may be in itself. Sustained success is dependent on meeting often Unstated variable and varying stakeholder expectations and success criteria (including sponsors and SROs). presentation provide PM�s with insights into how they can understand and strengthen these critical stakeholder relationships. Then talk through above Covering the stakeholder bases - a new perspective on project success Project success is not just a matter of meeting time, cost and quality criteria, however difficult that may be in itself. Sustained success is dependent on meeting often Unstated variable and varying stakeholder expectations and success criteria (including sponsors and SROs). presentation provide PM�s with insights into how they can understand and strengthen these critical stakeholder relationships. Then talk through above

4. There is a groundswell of opinion that project management should be� � much more to do with the interaction of people, clients and stakeholders and the integration of these aspects� Quote from Dr. Martin Barnes, President of the APM, from a 2007 APM Round Table debate. Start the focus on relationships and in particular stakeholders and customers newPM TM The latest PM thinking? At a 2007 Association for Project Management, debate Dr. Martin Barnes, noted for his work on the New Engineering Contract, summed up current informed opinion when he said that project management should be �� much more to do with the interaction of people, clients and stakeholders and the integration of these aspects�. Yet �silver bullet� solutions in the form of tools, techniques and processes have dominated our recent history in project management (PM). These have driven the application of technological solutions and have focused: the explanations of our projects to our customers, and we often react with surprise when they are disinterested in our Gantt charts our development of PM and training for new project managers us on the delivery of outputs rather than value. Back to the basics For an outsider to the PM industry, what would this imply if they read this? ASK QUESTION To me, this would suggest that project management is focused on people and secondarily the things they need to do to get things done. I would suggest that this is not the case. CLICK Since the 1950�s when project management was �defined� its focus has been on getting things done � either quicker, with fewer resources, more profitably and so on but not on people. People have historically been considered as little more than a resource with particular maintenance requirements such as a teambuilding session and review meetings. There is a groundswell of opinion that project management should be �newly defined� and be �� much more to do with the interaction of people, clients and stakeholders and the integration of these aspects� (quotes from Martin Barnes from a recent APM Round Table debate). The new PM therefore has the opportunity to shape the profession they will be working in. Start the focus on relationships and in particular stakeholders and customers newPM TM The latest PM thinking? At a 2007 Association for Project Management, debate Dr. Martin Barnes, noted for his work on the New Engineering Contract, summed up current informed opinion when he said that project management should be �� much more to do with the interaction of people, clients and stakeholders and the integration of these aspects�. Yet �silver bullet� solutions in the form of tools, techniques and processes have dominated our recent history in project management (PM). These have driven the application of technological solutions and have focused: the explanations of our projects to our customers, and we often react with surprise when they are disinterested in our Gantt charts our development of PM and training for new project managers us on the delivery of outputs rather than value. Back to the basics For an outsider to the PM industry, what would this imply if they read this? ASK QUESTION To me, this would suggest that project management is focused on people and secondarily the things they need to do to get things done. I would suggest that this is not the case. CLICK Since the 1950�s when project management was �defined� its focus has been on getting things done � either quicker, with fewer resources, more profitably and so on but not on people. People have historically been considered as little more than a resource with particular maintenance requirements such as a teambuilding session and review meetings. There is a groundswell of opinion that project management should be �newly defined� and be �� much more to do with the interaction of people, clients and stakeholders and the integration of these aspects� (quotes from Martin Barnes from a recent APM Round Table debate). The new PM therefore has the opportunity to shape the profession they will be working in.

5. Externalrelationship drivers Increasing use of alliances / partnerships which are heavily relationship based Complexity of projects � large numbers of relationships with high level of uncertainty Increasing requirement for improved quality of relationships with customers Customers demand for people who understand their business Project success �. project failure

6. Internalrelationship drivers

7. Who are they? Sponsors Users Partners Suppliers

8. The influences on a stakeholders perception Who they are as an Individual Role in the: Project Organisation The function they belong to / trained in e.g. Finance, HR Organisation they work for e.g. values, culture Thinking at each of these different levels Greater or lesser extent Thinking at each of these different levels Greater or lesser extent

9. Motivation� the individual Ask what inspires you? These are just images � auditotor, kinesthetic, olfactory, gustatory! What inspires you Ask what inspires you? These are just images � auditotor, kinesthetic, olfactory, gustatory! What inspires you

10. SDI - Motivation

11. Like all models, this simplifies reality ... ... in order for us to be able to make sense of it. It divides organisational cultures into 4 quadrants, although they do blend which we will cover later. A general comment, the key words can almost be viewed as the Values type words : important beliefs which drive behaviours. Each type has its pro�s and cons, so starting first with Power Culture : In the public sector, these are often politically led. In the private sector these are often relatively immature organisations. which have a strong founder / owner who is the key decision maker. This means decision making is fast and decisive, but it does rely on his / her sound judgement. As the organisation grows, either : the individual keeps on making the decisions so everything has to go through him (and he no longer has the time to make good decisions or, as a �dominant� individual, does not listen). If you publicly disagree with him, you are out the door and decisions taking longer to be taken as his / her time becomes more and more limited or sub-fiefdoms grow up beneath him of people / departments that court his favour. The organisation can descend into internal focussed politics and power struggles to the exclusion of external situations. Role Culture : Often grows out of the Power culture as a means of limiting the dominant individuals power. Its big advantage is in situations or sectors which are slow to change as the order, stability etc, for instance in manufacturing build in quality. However, it can be slow to change and in excess, the bureaucracy, rules, regulations, procedures etc can grow to strangle the organisation. In a similar way that excess Power can subjugate individuals who do not have it, the bureaucracy of a Role culture can suffocate individuals. Following the process � the means � becomes an end in itself. Achievement Culture : most commercial organisations will have at least one foot in the Achievement Culture as they have to survive and thrive. In some ways, they are a counter reaction to the Role Culture where the �means� is everything. In the Achievement Culture, the �end� is everything. They are therefore extremely go-getting , action orientated and providing the ends are aligned to your ends (whether as an employee or trading commercial organisation) then you could say fine. However, they do have some drawbacks : differences of opinion either on what has to be achieved can result in internal fighting based on �what is the best result to achieve� &/or excessive in-house competition results in it descending back into the Power culture. having rejected the procedures of the role culture, the means the processes have to be made up for every project. As a result, they are constantly re-inventing the wheel and fire fighting and don�t learning lessons, because that�s in the past etc while working in such an environment can be extremely consuming if you are signed up to it, it can chew up people up & burn them out, in that as soon as you start to want to bring your own objectives to the party � say, like not working 12 hours a day to achieve the company objectives � you are sent to metaphorical Coventry. Support Culture : Again, this often evolves as a counter reaction to the Achievement culture where People count more. The advantage of it is that every body is heard. Consequently, decision making tends to be good as all opinions are taken with peoples input and, as a result, there is good �buy-in� and commitment to the decisions made. But there are problem with this in extreme form, namely that �harmony� and liberal humanistic values come to dominate to the detriment of getting anything done ! So no concrete decisions are made, they sort of evolve over time. They can be vague and high level in order not upset anybody. Peoples time is taken up in meetings, consulting, informing etc JBs wife works in a charity for terminally ill people which you would be surprised if it didn�t have very strong humanistic values, but it frustrates the hell out of her as she can get bogged down / side tracked into meetings with no actions, instead of caring for patients ! Like all models, this simplifies reality ... ... in order for us to be able to make sense of it. It divides organisational cultures into 4 quadrants, although they do blend which we will cover later. A general comment, the key words can almost be viewed as the Values type words : important beliefs which drive behaviours. Each type has its pro�s and cons, so starting first with Power Culture : In the public sector, these are often politically led. In the private sector these are often relatively immature organisations. which have a strong founder / owner who is the key decision maker. This means decision making is fast and decisive, but it does rely on his / her sound judgement. As the organisation grows, either : the individual keeps on making the decisions so everything has to go through him (and he no longer has the time to make good decisions or, as a �dominant� individual, does not listen). If you publicly disagree with him, you are out the door and decisions taking longer to be taken as his / her time becomes more and more limited or sub-fiefdoms grow up beneath him of people / departments that court his favour. The organisation can descend into internal focussed politics and power struggles to the exclusion of external situations. Role Culture : Often grows out of the Power culture as a means of limiting the dominant individuals power. Its big advantage is in situations or sectors which are slow to change as the order, stability etc, for instance in manufacturing build in quality. However, it can be slow to change and in excess, the bureaucracy, rules, regulations, procedures etc can grow to strangle the organisation. In a similar way that excess Power can subjugate individuals who do not have it, the bureaucracy of a Role culture can suffocate individuals. Following the process � the means � becomes an end in itself. Achievement Culture : most commercial organisations will have at least one foot in the Achievement Culture as they have to survive and thrive. In some ways, they are a counter reaction to the Role Culture where the �means� is everything. In the Achievement Culture, the �end� is everything. They are therefore extremely go-getting , action orientated and providing the ends are aligned to your ends (whether as an employee or trading commercial organisation) then you could say fine. However, they do have some drawbacks : differences of opinion either on what has to be achieved can result in internal fighting based on �what is the best result to achieve� &/or excessive in-house competition results in it descending back into the Power culture. having rejected the procedures of the role culture, the means the processes have to be made up for every project. As a result, they are constantly re-inventing the wheel and fire fighting and don�t learning lessons, because that�s in the past etc while working in such an environment can be extremely consuming if you are signed up to it, it can chew up people up & burn them out, in that as soon as you start to want to bring your own objectives to the party � say, like not working 12 hours a day to achieve the company objectives � you are sent to metaphorical Coventry. Support Culture : Again, this often evolves as a counter reaction to the Achievement culture where People count more. The advantage of it is that every body is heard. Consequently, decision making tends to be good as all opinions are taken with peoples input and, as a result, there is good �buy-in� and commitment to the decisions made. But there are problem with this in extreme form, namely that �harmony� and liberal humanistic values come to dominate to the detriment of getting anything done ! So no concrete decisions are made, they sort of evolve over time. They can be vague and high level in order not upset anybody. Peoples time is taken up in meetings, consulting, informing etc JBs wife works in a charity for terminally ill people which you would be surprised if it didn�t have very strong humanistic values, but it frustrates the hell out of her as she can get bogged down / side tracked into meetings with no actions, instead of caring for patients !

12. Who we are

13. The Insight database 1000 reviews with key stakeholders in 250 client organisations in 25 countries world-wide over the past 10 years Sectors include - central government, defence, local government, health, energy, telecoms, manufacturing, financial services, transportation, leisure, electronics

15. Art aswell as science Comprehensive and structured - covers all areas of performance BUT Is based on a person capturing perceptions of a person Consultative, qualitative and in-depth - an informed conversation, rather than a fixed questionnaire

17. Key insights Delivery and quality are ranked as top priority Sponsors and PM�s prioritise the �people� aspects differently Stakeholders on the same project can have very different views There are detractors, table stakes and differentiators in each performance area Client understanding and empathy is the most important driver of stakeholder confidence It is critical that PM�s have an independent analysis and evaluation of stakeholder perspectives

20. �and this is likely to depend on a variety of things

21. Differentstakeholder perceptions The project is in its early definition and design phase, and the supplier has met all their contractual and delivery objectives

22. Detractors � When critical, things that are most often cited Table stakes � taken for granted Differentiators � when positive, most often talk aboutDetractors � When critical, things that are most often cited Table stakes � taken for granted Differentiators � when positive, most often talk about

23. Detractors � When critical, things that are most often cited Table stakes � taken for granted Differentiators � when positive, most often talk aboutDetractors � When critical, things that are most often cited Table stakes � taken for granted Differentiators � when positive, most often talk about

25. 5. Customerunderstanding andempathy is the top priority

26. 6. Independentstakeholder review benefits It can provide a structured framework for evaluating relationships with key stakeholders. The associated analysis can identify improvement opportunities that are key to project success It can provide a comparison with global best practice It helps PM�s to understand key customer expectations and priorities moving forward It has a positive impact on the stakeholders themselves, and increases their confidence in project success

29. The greatest importance is still given to the predictability of delivery and the quality of deliverables. However, all other performance areas are also important, including: - Benefits realisation - People aspects - competence, attitudes and behaviour, relationships - Structural aspects - supporting ease of doing business and responsiveness - Innovation and creativity There are some differences in the importance of these areas from project to project, dependent on things like the type of project, the stage in the life cycle and the market sector, but they are all important to project success in the eyes of client stakeholders. There can be marked differences between the perspectives of different stakeholders on the same project, dependent a variety of factors, including role, history of involvement, personal experiences, benefit opportunities and threats, degree of engagement, cultural factors etc.

30. The single factor having the greatest impact on the confidence of client stakeholders is the degree of client understanding and empathy shown by the project team. This is the most significant enabler for perceptions of innovation and creativity, and of benefit realisation, as well as for overall stakeholder confidence in project success. Within each of the �performance areas�, there are detractors, table stakes and differentiators The capability of the client organisation and people is critical to project success, particularly on complex programmes. Project managers are increasingly expected to lead the client and to actively manage their contribution to the project (as if the client was another supplier to the project)

31. If the project manager has the trust of the client stakeholder, this impacts stakeholder perceptions across all areas - an investment in earning stakeholder trust is a good investment A thorough understanding of the client perspective can change the mindset of project managers, and help them influence their organisations to invest in client relationships as a foundation for real project success and benefits realisation An independent and structured capture and evaluation of client stakeholder perspectives can provide project managers with useful insights in support of this, as well as having a positive impact on client stakeholders

32. How do you align perceptions? Business Benefit Realisation - performance against business case, achievement of business targets, achievement of personal goals, value for money, unexpected spin-offs Ease of Doing Business - clarity of roles and channels, relationship management, accessibility, processes, the commercial relationship, communications Responsiveness - to problems, to change, proactive anticipation of needs and events, root cause analysis and learning processes Competence of People - skill, knowledge, experience, customer understanding and empathy, resourcing, supplier/ partner management Attitude of People - listening and learning, open and straightforward, trusted, �can do�, helpful and co-operative, inspirational and challenging, team-working, culture issues Innovativeness - thought leadership and vision, products and services, creative people, technical/ business solutions/ problem solving/ commercial and financial approaches/ process improvement, what the supplier could do to deliver more value Reliable Delivery - project delivery performance, planning and expectation management, consistent approach/ method, risk management, on-time and predictable delivery, keeping delivery promises Delivered Systems and Service (quality of deliverables and service) - fitness for purpose, specifications and service levels, completeness, reliability and performance, user satisfactionBusiness Benefit Realisation - performance against business case, achievement of business targets, achievement of personal goals, value for money, unexpected spin-offs Ease of Doing Business - clarity of roles and channels, relationship management, accessibility, processes, the commercial relationship, communications Responsiveness - to problems, to change, proactive anticipation of needs and events, root cause analysis and learning processes Competence of People - skill, knowledge, experience, customer understanding and empathy, resourcing, supplier/ partner management Attitude of People - listening and learning, open and straightforward, trusted, �can do�, helpful and co-operative, inspirational and challenging, team-working, culture issues Innovativeness - thought leadership and vision, products and services, creative people, technical/ business solutions/ problem solving/ commercial and financial approaches/ process improvement, what the supplier could do to deliver more value Reliable Delivery - project delivery performance, planning and expectation management, consistent approach/ method, risk management, on-time and predictable delivery, keeping delivery promises Delivered Systems and Service (quality of deliverables and service) - fitness for purpose, specifications and service levels, completeness, reliability and performance, user satisfaction

35. Stakeholders perception of PM About the perception Carried out an exerciseAbout the perception Carried out an exercise

36. Leadership Project Manager or Project Leader? �Leadership: The art of getting someone else to do something you want done because he wants to do it.�Dwight David Eisenhower People �think� through the multiple lenses of their experience, attitudes, beliefs and values. Successes and failures are experiences: since projects depend on people�s perceptions for how they work in, as well as how they experience, projects we are reducing the chances of succeeding if we do not work with this reality. People �think� through the multiple lenses of their experience, attitudes, beliefs and values. Successes and failures are experiences: since projects depend on people�s perceptions for how they work in, as well as how they experience, projects we are reducing the chances of succeeding if we do not work with this reality.

37. newPM�� Working with complexity Greater appreciation of way things are Understanding self and others Motivate and influence effectively, develop teamwork and leadership Enquiring and reflecting Understand what lies behind, underlying problems Concentrating on the what, why, where, who and when Improving the effectiveness of PM Appreciation of customer perspective Increase chance of meeting needs Understanding of change Increased likelihood of acceptance of change Subjectivity of success Aware of cultural fit Improved functioning of PM Leadership not management Ability to inspire through vision and relationships Being not doing More effective use of systems, processes & tools Working with complexity Greater appreciation of way things are Understanding self and others Motivate and influence effectively, develop teamwork and leadership Enquiring and reflecting Understand what lies behind, underlying problems Concentrating on the what, why, where, who and when Improving the effectiveness of PM Appreciation of customer perspective Increase chance of meeting needs Understanding of change Increased likelihood of acceptance of change Subjectivity of success Aware of cultural fit Improved functioning of PM Leadership not management Ability to inspire through vision and relationships Being not doing More effective use of systems, processes & tools

38. 8 behaviours �.. of the best project managers Are strongly committed to a clear mission Focus on external stakeholders Have a long term and big picture perspective Are both systematic and innovative thinkers Find and empower the best people for their teams Are selective in their involvement in project issues Thrive on relationships and influence Proactively gather information and insist on results Italicized competencies differentiate top performers There is also a much greater understanding of what makes a project manager exceptional � leadership, demonstrated through a strong commitment to a clear mission and thriving on relationships and influence. The APM initiatives name of �Inspire� is well chosen as it is an inspired and versatile project manager will motivate a team to deliver. PROJECT MANAGER SUCCESS CRITERIA By Robert Youker revised February 2006 The thesis of this article is that there is overwhelming evidence that the PMI and other certification systems and project management bodies of knowledge do not measure the most important factors for success in managing projects. To prove this point I will summarize research by Professor Owen Gadeken of Defense Systems Management College at Fort Belvoir, Virginia, Professor John Kotter of the Harvard Business School and a recent book by Justin Menkes. Owen Gadeken has conducted more than five research studies over the last dozen years to identify what are the most important competencies for a project manager to have success. All of the studies utilized the critical incident method of research and follow-up surveys where outstanding PMs are interviewed to identify what they do that makes them so effective. (for details on the approach and results see: Gadeken , Owen, What the Defense Systems Management College Has Learned From Ten Years of Project Leadership Research, Proceedings of PMI Research Conference 2000 p 274 � 256) The research resulted in defining the following �Are strongly committed to a clear mission There is also a much greater understanding of what makes a project manager exceptional � leadership, demonstrated through a strong commitment to a clear mission and thriving on relationships and influence. The APM initiatives name of �Inspire� is well chosen as it is an inspired and versatile project manager will motivate a team to deliver. PROJECT MANAGER SUCCESS CRITERIA By Robert Youker revised February 2006 The thesis of this article is that there is overwhelming evidence that the PMI and other certification systems and project management bodies of knowledge do not measure the most important factors for success in managing projects. To prove this point I will summarize research by Professor Owen Gadeken of Defense Systems Management College at Fort Belvoir, Virginia, Professor John Kotter of the Harvard Business School and a recent book by Justin Menkes. Owen Gadeken has conducted more than five research studies over the last dozen years to identify what are the most important competencies for a project manager to have success. All of the studies utilized the critical incident method of research and follow-up surveys where outstanding PMs are interviewed to identify what they do that makes them so effective. (for details on the approach and results see: Gadeken , Owen, What the Defense Systems Management College Has Learned From Ten Years of Project Leadership Research, Proceedings of PMI Research Conference 2000 p 274 � 256) The research resulted in defining the following �Are strongly committed to a clear mission

39. Emotional Intelligence (EI) �Everyone thinks of changing the world, but no one thinks of changing himself.�Leo Tolstoy The good news is that there is a well recognised and straightforward starting point for increasing EI. The bad news is that the starting point can be highly resistant, i.e. you and your self awareness. Goleman�s definition of emotional intelligence proposes four broad domains of EQ which consist of 19 competencies: Self-Awareness Emotional self-awareness: Reading one's own emotions and recognizing their impact Accurate self-assessment; knowing one's strengths and limits Self-confidence; a sound sense of one's self-worth and capabilities Self-Management Emotional self-control: Keeping disruptive emotions and impulses under control Transparency: Displaying honesty and integrity; trustworthiness Adaptability: Flexibility in adapting to changing situations or overcoming obstacles Achievement: The drive to improve performance to meet inner standards of excellence Initiative: Readiness to act and seize opportunities Optimism: Seeing the upside in events Social Awareness Empathy: Sensing others' emotions, understanding their perspective, and taking active interest in their concerns Organizational awareness: Reading the currents, decision networks, and politics at the organizational level Service: Recognizing and meeting follower, client, or customer needs Relationship Management Inspirational leadership: Guiding and motivating with a compelling vision Influence: Wielding a range of tactics for persuasion Developing others: Bolstering others' abilities through feedback and guidance Change catalyst: Initiating, managing, and leading in a new direction Conflict management: Resolving disagreements Building bonds: Cultivating and maintaining a web of relationships Teamwork and collaboration: Cooperation and team building There is general agreement that the factors that Goleman and his colleagues have identified are indeed emerging as a key element of workplace success. This is because the way that most organizations work has changed in the last 20 years. There are now fewer levels of management than there were and management styles tend to be less autocratic. In addition, the move towards more knowledge based, team working and customer focused jobs means that individuals generally have more autonomy, even at fairly low levels within organizations.The good news is that there is a well recognised and straightforward starting point for increasing EI. The bad news is that the starting point can be highly resistant, i.e. you and your self awareness. Goleman�s definition of emotional intelligence proposes four broad domains of EQ which consist of 19 competencies: Self-Awareness Emotional self-awareness: Reading one's own emotions and recognizing their impact Accurate self-assessment; knowing one's strengths and limits Self-confidence; a sound sense of one's self-worth and capabilities Self-Management Emotional self-control: Keeping disruptive emotions and impulses under control Transparency: Displaying honesty and integrity; trustworthiness Adaptability: Flexibility in adapting to changing situations or overcoming obstacles Achievement: The drive to improve performance to meet inner standards of excellence Initiative: Readiness to act and seize opportunities Optimism: Seeing the upside in events Social Awareness Empathy: Sensing others' emotions, understanding their perspective, and taking active interest in their concerns Organizational awareness: Reading the currents, decision networks, and politics at the organizational level Service: Recognizing and meeting follower, client, or customer needs Relationship Management Inspirational leadership: Guiding and motivating with a compelling vision Influence: Wielding a range of tactics for persuasion Developing others: Bolstering others' abilities through feedback and guidance Change catalyst: Initiating, managing, and leading in a new direction Conflict management: Resolving disagreements Building bonds: Cultivating and maintaining a web of relationships Teamwork and collaboration: Cooperation and team building There is general agreement that the factors that Goleman and his colleagues have identified are indeed emerging as a key element of workplace success. This is because the way that most organizations work has changed in the last 20 years. There are now fewer levels of management than there were and management styles tend to be less autocratic. In addition, the move towards more knowledge based, team working and customer focused jobs means that individuals generally have more autonomy, even at fairly low levels within organizations.

40. 40 PMTransitions Model�

41. PM Leadership Development How to Identify and Develop PM leaders who: Inspire all around them / create great customer and stakeholder relationships Engage confidently with strategic business issues Challenge the organisation to improve delivery.

42. Modularapproach

43. Consider stakeholders as Individuals, Role, Function and Organisation Make sure you know who all the key stakeholders are, particularly client stakeholders Invest time in developing relationships of trust with all these stakeholders, either personally or through other members of your team or your organisation Role model attitudes and behaviours in support of client stakeholders, including openness, a positive �can do� attitude, absolute reliability (doing what you say you will do), challenging the client etc. Support this with a regular independent review and analysis of stakeholder perceptions across all performance areas

44. Develop an explicit improvement plan related to stakeholder perceptions, with clear timelines and responsibilities. Make sure you have the time, resources and budget to immerse your team in the client organisation, so as to gain real understanding and empathy, including key business drivers, culture, how things get done, power bases, ambitions and insecurities etc. Know who you are to allow you to know who they are Identify the development needs of your team in developing relationships with client stakeholders, and champion development programmes designed to meet these needs.