Process and control mechanism guided by underlying principles that seeks to create positive relationships in order to manage expectations and agreed objectives



Competency Level


Knowledge (Theories, Ideas & Concepts)

Through Professional/Personal Study Gained Through Experience
  • Stakeholder Corporate Strategy – Sets the direction and ensures consistency
  • Stakeholder Management Plan – Identify, prioritise, understand, engage, communicate, listen
  • Stakeholder Management & Control – Address issues and adjusts levels of engagements, strategies and plans, updating people/groups

Skills & Application of Knowledge

in Real World Situations

Together with Responsibilities/Accountabilities
  • Manage the politics that come with major projects and help win support and remove barriers
  • Listening to customers and differentiating between needs, must, should and could, because to the untrained ear they can all sound like needs
  • Different stakeholders have different aims, objectives and viewpoints, and the importance of company policies together with clear purpose and objectives
  • Ensuring that the right stakeholders are identified early enough and then maintaining stakeholder databases over time as roles and people change
  • Qualifying stakeholder insight/feedback based on their influence and importance, and then capacitating stakeholders with the knowledge and skills to be able to engage them


Together with Lessons Learnt
  • Pooling knowledge, experience and co-creating
    solutions that address societal, industry and business issues [Making sure that Intellectual Property Rights are identified, captured, managed and protected accordingly]
  • Break down the barriers to help develop new
    products and even entering new markets by getting companies to focus on new stakeholder groups [Understanding the influence of local cultures, conditions and values when engaging with new groups especially when dealing with other
    international communities]
  • Building collaborative partnerships and relationships that contribute to value creation (profitability) [Never under-estimating the unique characteristics of different sectors, use of
    different acronyms/taxonomies, different processes/ procedures/policies and legislation]


Together with Any 'So What' Statements of Insights
  • ·Managing the introduction of new capabilities into the Defence Sector [Understanding Import/Export Legislations, ITAR Restrictions]
  • Displaying resilience and courage by listening to opposing and critical voices to ensure a balanced and fair representation of opinions on specific subject matters and products [customers may not be representing their whole communities and may be providing personal opinions especially in areas where they may not have technical expertise]
  • Ensuring regular engagements are planned and happen so that a variety of insights, opinions, knowledge and collaboration can be obtained and relevant feedback is passed into the organisation to allow tailored actions to be taken on specific stakeholder requirements and expectations [the value of maintaining up to date organisation charts within your organisations linked to the relevant external points of contact, that is available to all people across the organisation by publishing on the intranet, with information on how people can provide updates

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