The players in this quadrant are the ones you trust, who trust you. You also agree with you on this idea. They are your allies. You are the basis of your support. You probably want everyone to be your ally, but that`s rarely the case. So take good care of the ones you have. Meet them. Keep them informed. Ask for advice and advice. Strategist with them. Bring it with you.
Ask for their help. Put them in place. Let them be a bridge to other key players you don`t know very well. Leave it at the heart of your victorious coalition. There is a matrix that I often use to categorize stakeholders in relation to their resistance. It is an adapted version of Peter Block`s 1987 model from his book The Empowered Manager: positive political skills at work. These three questions below are good guidelines for behavior that seems trustworthy to others. We must work continuously to maintain trust. The players in this quadrant are the ones you don`t trust and don`t agree with you in this idea. For these reasons, they deserved the title of opponents. They are the ones who have the most power to stop you.
Find ways to turn them into strange bedmates or respected opposition if you can, but otherwise you need to do everything you can to neutralize their opposition. If you turn to them, make sure you don`t lose your freshness. You don`t want to upset these people. If you can`t be a civilian, go in secret and focus on building bridges in the other three quadrants. Never confuse a lack of consistency with a lack of trust. If you don`t give the right grade, you can end up categorizing people in the wrong drawers and you can start your program on the wrong foot. For stakeholders who have little trust, there are two types you will likely encounter: the relationship. Either way, they agree, so you probably won`t need it If you`ve answered yes to all three of these questions, you can be sure you`re on the right track to a relationship of trust. Stakeholder analysis ranks people based on the amount of approval they have for change and the degree of trust they have in the organization to achieve it. You can never expect general agreement from others. Those who engage in it are often “yes” people, and this can be more dangerous than a cantankerous, “prove it to me” because they want to agree more than to make an intentional judgment.
Players in this quadrant are the ones you don`t trust, but put on this idea for one reason or another. Bless them for that. Set your common opportunity area with them on this one. Don`t expect an agreement on everything. And don`t expect it to last forever. Explore their motivations and develop a common strategy. You may have a history with these players, and if so, you need to put them aside for now to build on your common agreement. You never know, you can see that cooperation creates trust and that it will become an ally. If so, that`s great! On the other hand, don`t let yourself be too open to them. Find your areas of common interest and work diligently, but for the rest, be a little careful. Think about the main actors who can help or stop you. How much do you trust them? To what extent do they agree with their idea? Write their names on the matrix where they belong..