Stakeholder Map

<!-- AUTO-GENERATED by export-skills.py — DO NOT EDIT -->
---
name: stakeholder-map
description: Map stakeholders on a Power x Interest grid and create tailored communication plans. Use when managing complex stakeholder environments, launching cross-functional initiatives, or joining a new organization.
tags: [stakeholder-management, communication, planning, leadership]
---

# Stakeholder Map

A Power x Interest grid for identifying, categorizing, and managing stakeholders — with tailored communication strategies for each quadrant.

---

## Purpose

Product initiatives fail more often from stakeholder misalignment than from bad engineering. This skill maps who cares, who has power, and what each person needs from you — preventing surprises, building support, and managing resistance proactively.

---

## When to Use

- Starting a new initiative that touches multiple teams
- Joining a new organization or product area
- Preparing for a high-stakes launch or migration
- When a project is stalled due to organizational friction
- Before presenting a PRD or strategy for approval

## When NOT to Use

- Solo projects with no organizational dependencies
- When all stakeholders are already aligned (verify this assumption first)

---

## Required Context (Ask If Missing)

- **Initiative description** — what you're trying to accomplish
- **Organization structure** — teams, reporting lines, key roles
- **Known stakeholders** — people you already know are involved or affected
- **Decision-making process** — how decisions get made (RACI, consensus, executive decree?)

---

## The Process

### Step 1: Identify All Stakeholders

List everyone who is:
- **Impacted by** the initiative (their work, metrics, or team changes)
- **Has influence over** the initiative (can approve, block, or fund)
- **Has expertise** needed for the initiative (technical, domain, market)
- **Has interest** in the outcome (even if not directly impacted)

**Don't forget:**
- Adjacent team leads
- Support and operations teams
- Finance / legal / compliance
- External partners or customers
- Executive sponsors

### Step 2: Map on Power x Interest Grid

For each stakeholder, rate:
- **Power** (High/Low): Can they approve, block, fund, or influence the outcome?
- **Interest** (High/Low): Do they care about this initiative's outcome?

```text
                    HIGH INTEREST
                         │
    ┌────────────────────┼────────────────────┐
    │                    │                    │
    │   Keep Satisfied   │   Manage Closely   │
    │                    │                    │
    │  Periodic updates  │  Regular 1:1s      │
    │  Escalate critical │  Involve in        │
    │  issues only       │  decisions         │
    │                    │                    │
HIGH├────────────────────┼────────────────────┤
POWER                    │
    │                    │                    │
    │   Monitor          │   Keep Informed    │
    │                    │                    │
    │  Light-touch       │  Status updates    │
    │  Watch for         │  Demo invitations  │
    │  changes           │  Feedback channel  │
    │                    │                    │
    └────────────────────┼────────────────────┘
                    LOW INTEREST
```

### Step 3: Define Communication Strategy Per Quadrant

#### Manage Closely (High Power, High Interest)

These are your most important stakeholders. Mismanaging them kills projects.

- **Frequency:** Weekly or bi-weekly 1:1s
- **Format:** In-person or video meetings, personalized updates
- **Content:** Progress, decisions needed, risks, trade-offs
- **Action:** Involve in key decisions before they're finalized
- **Risk if neglected:** They feel blindsided, withdraw support, or actively block

#### Keep Satisfied (High Power, Low Interest)

They can make or break your project but don't want to be in the details.

- **Frequency:** Monthly or milestone-based updates
- **Format:** Brief email or Slack summary, executive briefing
- **Content:** High-level status, escalations only, outcomes not activities
- **Action:** Only escalate critical issues or decisions that need their authority
- **Risk if neglected:** They hear about problems from others and lose confidence

#### Keep Informed (Low Power, High Interest)

They care deeply but can't directly block you. Often your best advocates.

- **Frequency:** Regular status updates (weekly or sprint-based)
- **Format:** Team meetings, Slack channels, demo sessions
- **Content:** Progress updates, feature previews, opportunities for input
- **Action:** Give them a feedback channel, leverage as evangelists
- **Risk if neglected:** They feel ignored, become detractors, or spread misinformation

#### Monitor (Low Power, Low Interest)

Minimal investment needed — but watch for changes.

- **Frequency:** Quarterly or as-needed
- **Format:** Broad communications (newsletters, all-hands)
- **Content:** Major milestones only
- **Action:** Watch for shifts — interest or power can change
- **Risk if neglected:** Low, but can become noisy if surprised by changes that affect them

### Step 4: Identify Risks and Conflicts

Flag stakeholders who:
- Have **conflicting interests** with each other
- Are **resistant** to the initiative (and why)
- Have **recently changed roles** (power/interest may shift)
- Are **underrepresented** in current communications

---

## Output Format

```markdown
# Stakeholder Map — [Initiative Name]

**Date:** [date]
**PM:** [name]

---

## Stakeholder Grid

### Manage Closely (High Power, High Interest)

| Stakeholder | Role | Interest Area | Communication Plan | Potential Risk |
| --- | --- | --- | --- | --- |
| [name] | [role] | [what they care about] | Weekly 1:1, involve in [decisions] | [risk if mismanaged] |

### Keep Satisfied (High Power, Low Interest)

| Stakeholder | Role | Interest Area | Communication Plan | Escalation Trigger |
| --- | --- | --- | --- | --- |
| [name] | [role] | [what they care about] | Monthly summary | [when to escalate] |

### Keep Informed (Low Power, High Interest)

| Stakeholder | Role | Interest Area | Communication Plan | Leverage |
| --- | --- | --- | --- | --- |
| [name] | [role] | [what they care about] | Sprint updates, demos | [how they can help] |

### Monitor (Low Power, Low Interest)

| Stakeholder | Role | Watch For |
| --- | --- | --- |
| [name] | [role] | [condition that would increase their interest/power] |

---

## Conflicts and Risks

| Conflict | Stakeholders Involved | Mitigation |
| --- | --- | --- |
| [conflict description] | [names] | [how to handle] |

---

## Communication Calendar

| Cadence | Audience | Format | Owner |
| --- | --- | --- | --- |
| Weekly | Manage Closely group | 1:1 meetings | PM |
| Bi-weekly | Keep Informed group | Sprint demo | PM + Eng Lead |
| Monthly | Keep Satisfied group | Email summary | PM |
| Quarterly | All stakeholders | Roadmap review | PM + Leadership |
```

---

## Anti-Patterns

| Avoid | Why | Instead |
| --- | --- | --- |
| Treating all stakeholders equally | Wastes time on low-impact people, under-invests in critical ones | Use the grid to prioritize |
| Only mapping supporters | Resistors cause the most damage if ignored | Map everyone, especially skeptics |
| Static map | People change roles, priorities shift | Review monthly |
| Communicating the same way to everyone | Execs want summaries, ICs want details | Tailor format and depth |
| Skipping the conflict analysis | Unaddressed conflicts escalate | Name conflicts, plan mitigation |

---

## References

- Mendelow, Aubrey. "Stakeholder Mapping" (1991)
- [Mind the Product: Stakeholder Management](https://www.mindtheproduct.com/stakeholder-management/)

<!-- Source: .faos/custom/skills/business/stakeholder-map/SKILL.md -->