How to safely navigate through the explosive stakeholder minefield

Stakeholder Management: The ability to balance stakeholders, foster collaboration, and ensure sustainable success for your product. Sounds good, doesn't it?

For most people, stakeholder management is a challenging task and a discipline that is incredibly difficult to navigate, even for the toughest product development captains.

Consider this article as a guided tour of stakeholder land, where we will meet the seven intriguing stakeholder archetypes that you have probably already encountered or will encounter on your journey. Here, we'll take the temperature of our stakeholder friends and take a closer look at which of their characteristics can keep you on the edge of your seat.

But fear not. You are not alone on the journey through this, at times, explosive minefield. I will provide you with tips and tricks to navigate safely so your stakeholders become collaborators instead of explosive mines on your path toward successful products.

Definition of Stakeholders

In the 1980s, stakeholder management was mentioned as a strategic focus in many organizations. Since then, numerous books and articles have been written on the subject. However, even though there is plenty of information about stakeholder management, the concept can still send shivers down the spines of even the toughest Product Owners. The topic is an overlooked and deprioritized ingredient in successful product development. But what is a stakeholder? Someone who seeks revenge for your missteps?

On the contrary, it can be explained as individuals or groups who can either positively or negatively influence your product. These individuals can be internal or external to your company. It is important for you, as a modern product leader, to remember that stakeholders should not be kept at arm's length from the product, but rather engaged with them in a dynamic interaction, where they are alternately involved in decision-making processes or placed on the observation list.

So, fasten your safety helmet and let's embark on the journey through the landscape to take a closer look at the seven stakeholder archetypes – hopefully without stepping on an explosive mine along the way.

May we present the 7 stakeholder archetypes

1# Bombastic Ben

The highly explosive stakeholder – a "kamikaze pilot in disguise," some might say, as he flies by with messages about new deadlines and context shifts of epic proportions on ongoing tasks. This can leave the Product Owner with a major cleanup in the team's backlog and a Scrum Master desperately trying to keep the team motivated.

His ability to remember how prioritizations and roadmaps work may seem lacking, and therefore, Ben's temporary memory loss and ability to make quick decisions can be an incredibly bad combination that can give any Product Owner a stomachache, especially when Ben swings by your "drive-in desk" late in the afternoon with yet another "Breaking-News bomb."

Many Product Owners occasionally experience this slightly turbulent scenario, mainly if there isn't a clear mandate established for the  Product Owner to politely say NO THANK YOU. But even though Ben can be impulsive, he can also be a strong driving force for product development and contribute to increasing value. After all, he wants the product to be as good as possible and delivered on time.

But even though Ben can be impulsive, he can also be a strong driving force for product development and contribute to increasing value. After all, he wants the product to be as good as possible and delivered on time.

Working with Bombastic Ben can be somewhat of an experience, but here are some tips on how you, as a Product Owner, can handle him and ensure that the collaboration becomes a win for all parties involved:

• Build a strong relationship: Establish trust and communicate frequently with Bombastic Ben, so he feels involved in the process and understands what's happening.
• Communication: Communicate clearly and explicitly with Ben through regular meetings and written confirmation of your agreements.
• Prioritization: Set clear priorities and deadlines and have a backup plan in case of sudden changes.
• Understanding: Understand Bombastic Ben's perspective and intentions – explain to him how his decisions affect your product and the team.
• A sharp Scrum Master: Your Scrum Master can coordinate communication and processes with Ben and explain the technical aspects of product development.

2# Sly Sarah

A cunning stakeholder – almost like a hypnotist, she can convince you and your team that last-minute changes are the extra spice the product needs, and before you know it, the planned sprint goals are off course and heading in the opposite direction.

Her ability to build on others' ideas as if they were her own makes her a fantastic solution architect. However, unfortunately, her focus on the solution can also divert attention from the real problem you're trying to solve for the user. She can create confusion with her buzzwords, and it requires your alertness to separate the essential from the non-essential.

Her ability to build on others' ideas as if they were her own makes her a fantastic solution architect.

Having Sly Sarah as a stakeholder can be both fun and challenging at the same time. On one hand, she can contribute many new perspectives and creative ideas and solutions, while on the other hand, she can be a bit too clever for her own good, focusing more on innovation than the core functions of the product and the original problem.

So how do you handle Sly Sarah as a Product Owner without her outsmarting you and your team? Here are a few tips and tricks that might give you the answer:

• Stick to your vision: It's important to hold onto your product's core functions and your vision, even when Sly Sarah tries to steer you in a different direction. Remember that she may have her own interests in mind and may not see the product as a whole.
• Be communicative: Clear and effective communication with Sly Sarah is essential to avoid misunderstandings and ensure that her input is understood with the right intention. Try to navigate away from clichés and buzzwords as they can lead to unclear communication.
• Listen to her ideas: Although Sly Sarah may be a bit too clever for her own good, her innovative ideas and creative solutions can still be valuable. Listen to her ideas and try to incorporate them where it makes sense.
• Hold her accountable: Like with any stakeholder, it's important to hold Sly Sarah accountable for her actions. Be transparent about deadlines, expectations, and deliverables, and ensure that she feels responsible for her contributions.
• Beware of her cunning tactics: Be careful not to be fooled by her tactical games. Be aware if she tries to take credit for others' work or tries to derail the discussion. Ensure clear communication and request facts if necessary.

3# Inventor Isaac

The creative stakeholder - World record holder when it comes to idea generation. He is so inventive that it's hard not to become immune to input and feel a bit overwhelmed when idea number 27 hits your inbox late in the afternoon.

Being an idea generator with a strong sensitivity to criticism is not always the best combination. Among the many ideas, it can be difficult to distinguish between good and bad ones, which means that as a Product Owner, you almost automatically take on the immunity shield and armed with a mandate of questionable nature, try to fend off all incoming ideas as if they were a swarm of bees on a hot summer day.

Communication skills can be challenged, and good intentions can sometimes be lost in misunderstandings. Inventor Ole makes communication a bit harder than necessary, as he often perceives probing questions from the development team as direct criticism of his ideas. This can lead you to end up as a mediator in the midst of a war zone.

Inventor Isaac can be a challenge for most people, but he possesses a fantastic ability to be a creative problem solver in a complex world. His ability to stay in the realm of solutions for extended periods is admirable. On one hand, he can be an inspiration for new and innovative ideas, but on the other hand, his desire to revolutionize everything can lead to unnecessary delays and confusion. With the right approach, he can be a valuable resource, even though you may occasionally wish you had a mute button.

With the right approach, he can be a valuable resource, even though you may occasionally wish you had a mute button.

So, how do you best handle Inventor Isaac and his idea universe as a Product Owner? Here are a few tips and tricks:

• Acknowledge his creativity: Inventor Isaac can be a valuable inspiration for new and innovative ideas, so it's important to acknowledge his creative abilities. Use his input and consider his ideas in your Product Discovery work, even if you don't necessarily use all of them.
• Be patient: Since Inventor Isaac tends to generate many ideas, it can take time to listen to all of them. Be patient and take the time to listen to his ideas. Be careful that your immunity shield doesn't turn into a Teflon coat where nothing can get through.
• Be clear and precise in communication: Inventor Isaac may tend to misunderstand or be misunderstood, so it's important to be clear and precise in communication. Repeat important messages and make sure Inventor Isaac understands what is being said.
• Provide constructive feedback: Inventor Isaac can be sensitive to criticism of his ideas, so it's important to provide feedback in a constructive manner. Be honest but avoid belittling or dismissing his ideas without reason.
• Maintain focus on the product goals: Even though Inventor Isaac has many ideas, his inclination to revolutionize everything can lead to unnecessary stops. Keep the focus on the product goals and help Inventor Isaac prioritize his ideas in alignment with the product's vision and strategy.

4# Selfish Sebastian

The most self-centered stakeholder - a master in his discipline who is willing to leave his colleagues in the dust if victory is within reach. His love for boasting about his own achievements is at a level whereas a Product Owner, you feel like giving him a trophy just to make him stop talking.

His love for boasting about his own achievements is at a level whereas a Product Owner, you feel like giving him a trophy just to make him stop talking.

One thing is for sure - when Sebastian is involved, it's never boring. He always manages to create lively discussions where everyone shouts and screams like children on the playground before lunch. Although it often comes at the expense of other stakeholders, it cannot be denied that he is skilled at keeping things moving and creating progress.

Selfish Sebastian always has a twist up his sleeve that can hijack even the best Sprint Review. It can leave the Product Owner with a challenge where the desire to create value can be overshadowed by Sebastian, armed with an unlimited usage prepaid card, becoming the unofficial meeting leader unless you quickly assert your own role in the meeting.

If you want to collaborate with Selfish Sebastian, you must be prepared to negotiate on his terms, and you must never forget to praise his contributions and astounding abilities, otherwise, you can bid farewell to his engagement.

Below are some tips and tricks on how to handle Selfish Sebastian without going astray as a Product Owner:

• Stick to your priorities: Selfish Sebastian will often try to persuade you to prioritize his desires highly, but it's important that you stick to your priorities and hold on to the overall goal for the product.
• Give him the spotlight: Selfish Sebastian loves attention, so it can be a good idea to give him a limited "15-minutes-of-fame" in the spotlight during meetings. Praise him for his contributions and acknowledge his successes, and he will likely be more willing to collaborate in the future.
• Focus on facts: Selfish Sebastian can often be very persuasive and will try to convince you to follow his plans. But it's important to focus on facts and data to make the best decisions.
• Hold meetings with clear agendas: Selfish Sebastian can easily dominate meetings and derail them. Therefore, it's important to have clear agendas for the meetings and stay focused on the topics that are important for the product.
• Find compromises: Selfish Sebastian will always try to get his way, but it's important to find compromises and engage in collaboration with him. If you can find a way to meet his desires while also fulfilling the product's goals, it will lead to better cooperation and a better product.

5# Technical Tommy

The innovative stakeholder - his background as a hobby developer is impossible to ignore. He is deeply engaged in the technical side of product development and has a passion for discussing and challenging every technical decision. It's as if he is always on the lookout for the latest and most groundbreaking technology, as if you were with him at a tech fair in the USA.

On the technical level, Tommy is a true expert. He has a unique ability to understand complex technical concepts and often surpasses most people with his knowledge and experience. He's like a racing driver leaving competitors in the dust. But with this expertise also comes a tendency to leave colleagues behind with the message that the train has left the station. Especially when there is an imbalance between the technical and business aspects, it can be a challenge and require effort from you as a Product Owner to bring everyone up to speed and ensure that everyone is on the same page.

He's like a racing driver leaving competitors in the dust. But with this expertise also comes a tendency to leave colleagues behind with the message that the train has left the station.

With involvement in the decision-making process and a sense of ownership, Technical Tommy's expertise and input can be extremely valuable for your product. It will not only provide valuable insights for the team but also enhance Tommy's engagement and satisfaction as a stakeholder if you can maintain a balance.

Below are some tips and tricks for handling Technical Tommy without permanently diving into the details as a Product Owner:

• Meet Technical Tommy on his "technical turf": Technical Tommy lives and breathes technology. Take the time to briefly delve into the technical details and show interest in his ideas and visions. Speak his language and be open to technical discussions.
• Balance the technical and business aspects: Help him understand how technical decisions impact the product's value and user experience. Find the golden balance between innovation and practicality.
• Set boundaries and create focus: Technical Tommy can become enthusiastic and lose himself in technical details. Remember, it is your responsibility to ensure clear and prioritized tasks. Create structure and help Technical Tommy understand which tasks are most relevant.
• Use humor to ease tensions: Find funny analogies or metaphors that can make technical discussions more entertaining and digestible for both you and Technical Tommy.
• Involve Technical Tommy in the decision-making process: Give Technical Tommy a sense of ownership by involving him in decisions. Ask him to contribute his expertise and ideas. This will not only provide you with useful input but also strengthen his engagement and satisfaction as a stakeholder.

6# Doubtful Deborah

The thoughtful stakeholder - with a tendency to be skeptical and doubtful about changes and decisions, collaborating with Doubtful Deborah can feel like a puncture on a racing bike without a patch kit.

Although Deborah is known for constantly questioning the product and expressing her concerns, she is not afraid to challenge the status quo and bring alternative viewpoints to the table. Her occasionally doubtful nature can be frustrating, but it's important to remember that her intention is to elevate the product to the highest level of quality.

A stakeholder like Deborah is extremely valuable for the quality of your product, so even though it may feel like a continuous product audit, take advantage of Deborah's ability to see 360 degrees around the product with a level of detail that would make most perfectionists envious.

so even though it may feel like a continuous product audit, take advantage of Deborah's ability to see 360 degrees around the product

Doubtful Deborah can be a challenging stakeholder, but try to see her doubt as an opportunity for improvement and quality assurance of the product and the team's work. By handling her with respect, listening to her concerns, and actively involving her, you can build better collaboration and strengthen the long-term success of the product.

As a Product Owner, it's important to handle Doubtful Deborah in a constructive manner. Here are some tips for managing her:

• Actively listen to her concerns: Show interest in Deborah's doubt and concerns. Listen attentively to her perspectives and demonstrate that you value her input. This will help build trust and create an open dialogue.
• Explain the rationale behind decisions: When making decisions that may raise doubts for Deborah, ensure to explain the background and considerations behind them. Use clear and compelling arguments to create understanding and convince her that your decisions are well-thought-out.
• Share credible information: Present facts, data, and examples that support the decisions you make. This can help reassure Deborah and provide her with confidence in the direction of the product.
• Invite her to contribute: Actively include Deborah in the decision-making process and encourage her to contribute her perspectives and input. It will give her a sense of ownership and show that her input is valued.
• wSet realistic expectations: Be open about the project's challenges and risks. Help Deborah understand the limitations you face and set realistic expectations for the product's success criteria. This will help minimize her doubts and create a more balanced approach.

7# Cautious Carl

The foresighted stakeholder - with an eye for detail and a focus on potential risks and uncertainties that may arise along the way, it's on a level where even the most skeptical person in the room (second only to Carl) must tip their hat.

Evidence is a key element for Carl, as his cautious nature requires support from facts to make progress. If a stakeholder could see around corners, Carl must be one of them. His expertise and experience enable him to identify potential flaws and challenges almost before they occur.

Carl is someone who values quality and reliability highly. He is always eager to ensure that the product meets the highest standards, and his concerns can sometimes seem unwarranted. But if you take the time to listen to him, there may be valuable nuggets of observations that can help you and your product.

Carl is someone who values quality and reliability highly. He is always eager to ensure that the product meets the highest standards, and his concerns can sometimes seem unwarranted.

Cautious Carl can be an important stakeholder in reminding you to critically assess your product and choice of solutions. By handling his concerns with respect and actively involving him, you can create a collaborative environment that prioritizes quality and success.

As a Product Owner, it's important to handle Cautious Carl in a way that acknowledges and respects his concerns. Here are some tips for managing him:

• Be transparent and communicate: Share important information about the product and the process with Carl. Be open about any risks and uncertainties and provide him with regular updates on status and progress. This will help build trust and ensure that Carl feels secure.
• Involve him in risk management: Actively include Carl in the identification and management of potential risks. Seek his input and experience to identify possible pitfalls and develop solutions. This will strengthen his engagement and sense of ownership.
• Value quality: Acknowledge and appreciate Carl's focus on quality and reliability. Show that you prioritize his input and values, and ensure they are integrated into the product development process.
• Clarify expectations: Make expectations for the product clear and explicit. This includes both technical and business aspects. Be realistic about any limitations and discuss possible trade-offs if necessary.
• Be open to learning and improvement: Be willing to listen to Carl's suggestions for improvements and changes. Take them seriously and be open to implementing them if they contribute to the quality and success of the product.

The journey is over - take this with you

You have now reached the end of my little guided tour of the stakeholder landscape. I hope you have gained some insights from these tips and tricks on how to handle and collaborate with each stakeholder archetype. These archetypes may seem somewhat exaggerated, but I have experienced them time and again. Sometimes as caricatures that come to life in flesh and blood, and other times in more nuanced forms. One day it's 80% Bombastic Ben, and the next day it's 70% Selfish Steve in a different context.

Caricatures or not, the main message of the article is clear: Prioritize your stakeholders to avoid an explosive minefield and instead leverage your stakeholders to create better products.

Here are three key takeaways to reflect on, so you can navigate past all the mines in the future:

• Spot your stakeholders before they spot you.
• Create involvement that adds value.
• Strive for a long-term and sustainable collaboration with those who will ultimately use your product.

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