Communicating With Stakeholders

Just saw Target CEO Brian Cornell's all-staff email addressing company challenges. As someone who's spent years advising execs on crisis comms, I just have one question: What was the point? He admits "silence from us has created uncertainty" (correctly identifying the problem) but then immediately creates more uncertainty (by not actually articulating a solution to said problem). Instead of explaining WHY leadership went silent during critical company challenges or what they were deliberating behind closed doors, he skips straight to vague reassurances. In my opinion, this is a pretty fundamental communications failure because transparency without context is just another form of opacity. The email positions Target as a passive victim ("things are happening TO us") rather than an active decision-maker ("we made choices that had consequences"). Consider: > Target has had 11 straight weeks of declining foot traffic > They've rolled back DEI initiatives, triggering boycotts > They've been hit with significant tariff impacts Yet NONE of these are directly addressed in the email. Instead, 40,000 employees get a nothing-burger email with vague references to values being "non-negotiable" and products being "second to none" (while customers are literally shopping elsewhere). Here's what probably happened: Someone in the C-suite said "We need to say SOMETHING!" and this vague, purpose-free email was the result. The perfect example of what happens when the goal is "send an email" instead of "solve a problem." If I were advising you Brian, here's what I would have told you: 1. Get specific. Name the actual issues (DEI rollbacks, declining sales, tariffs, declining consumer confidence) directly instead of vague references to "headlines and social media." 2. Own your decisions. Say "we made this choice because..." not "things are happening around us." 3. Skip the robot speak. "Our values are non-negotiable. Period." sounds defensive, it does not confident. 4. Share a real plan. Not just "you'll hear from us more" but exactly how and when. What's on the roadmap? Is there a roadmap? 5. Keep it simple. An email written by a patchwork of people and lawyers and IR teams will never sound authentic or clear. What would you have told Brian in this scenario?

A PM at Google asked me how I managed 30+ stakeholders. 'More meetings?' Wrong. Here's the RACI framework that cut my meeting load by 60% while increasing influence. 1/ 𝙍𝙚𝙨𝙥𝙤𝙣𝙨𝙞𝙗𝙡𝙚 𝙫𝙨 𝘼𝙘𝙘𝙤𝙪𝙣𝙩𝙖𝙗𝙡𝙚 Most PMs drown because they invite everyone who's "interested." Instead, split your stakeholders into: - R: People doing the work - A: People accountable for success 2/ 𝙏𝙝𝙚 𝘾𝙤𝙣𝙨𝙪𝙡𝙩𝙖𝙩𝙞𝙤𝙣 𝙏𝙧𝙖𝙥 Stop asking for approval from everyone. Create two clear buckets: - C: Must consult before decisions - I: Just keep informed of progress 3/ 𝘿𝙤𝙘𝙪𝙢𝙚𝙣𝙩 > 𝙈𝙚𝙚𝙩𝙞𝙣𝙜 For "Informed" stakeholders, switch to documented updates. They'll actually retain more than in another recurring meeting. 4/ 𝙏𝙝𝙚 𝙈𝙖𝙜𝙞𝙘 𝙋𝙝𝙧𝙖𝙨𝙚 "𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗻𝗼𝘁 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗹𝗲, 𝗽𝗹𝗲𝗮𝘀𝗲 𝗳𝗼𝗿𝘄𝗮𝗿𝗱 𝘁𝗵𝗶𝘀 𝘁𝗼 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗲𝗿𝘀𝗼𝗻. 𝗧𝗵𝗮𝗻𝗸 𝘆𝗼𝘂 𝗶𝗻 𝗮𝗱𝘃𝗮𝗻𝗰𝗲." Use this in every email. Watch the right people emerge. 5/ 𝘼𝙥𝙥𝙧𝙤𝙫𝙖𝙡 𝘼𝙧𝙘𝙝𝙞𝙩𝙚𝙘𝙩𝙪𝙧𝙚 Build your approval flows around your R&A stakeholders only. Everyone else gets strategic updates. --- This isn't about excluding people. It's about respecting everyone's time while maintaining momentum. If you found this framework helpful for managing stakeholders: 1. Follow Alex Rechevskiy for more actionable frameworks on product leadership and time management 2. Bookmark and retweet to save these tactics and help other PMs streamline their stakeholder management

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

If you're delivering bad news over email, you've already lost the relationship. I see it all the time. The termination notice sent at 5 PM on a Friday. The policy change buried in a mass email. The apology that reads like it was drafted by legal and approved by no one with a pulse. Leaders hide behind screens when things get hard. And it always backfires. Because bad news delivered without presence feels like cowardice. And cowardice destroys trust faster than the bad news itself. Here's why email fails in crisis: 1.) It removes accountability. You can't see the person's reaction. You can't answer their questions. You can't adjust based on how they're receiving it. You just send it—and hope it lands okay. 2.) It feels transactional. Email says: "This is a task I needed to complete." A conversation says: "This matters enough for me to show up." 3.) Tone gets lost. What you meant as direct reads as cold. What you meant as professional reads as detached. And in a crisis, tone is everything. 4.) It invites misinterpretation. People fill in the gaps. They read between the lines. They assume the worst. Because when you're not there to clarify, they're left to imagine your intent. The hard conversations—the ones that matter most—deserve your presence. Not your inbox. That means: → A phone call when you can't be there in person. → A video meeting when you need to see their face. → A real conversation—not a one-way broadcast. Yes, it's uncomfortable. Yes, it takes more time. Yes, it's harder than hitting "send." But leadership isn't about efficiency. It's about integrity. And integrity shows up. Even when—especially when—the news is bad. Follow for weekly insights on communication, presence, and leadership.

“𝐓𝐡𝐢𝐬 𝐝𝐞𝐚𝐥 𝐢𝐬 𝐠𝐨𝐢𝐧𝐠 𝐬𝐢𝐝𝐞𝐰𝐚𝐲𝐬. 𝐒𝐡𝐨𝐮𝐥𝐝 𝐈 𝐣𝐮𝐬𝐭 𝐞𝐦𝐚𝐢𝐥 𝐡𝐢𝐦?” That was the question Priya asked during one of our executive presence group coaching sessions. She was navigating a complex negotiation with a senior client. High stakes. High tension. Her instinct? Draft a “firm but professional” email. The real driver? She wanted to avoid discomfort. But here’s what we explored together: 𝐏𝐫𝐞𝐬𝐞𝐧𝐜𝐞 𝐝𝐢𝐬𝐚𝐩𝐩𝐞𝐚𝐫𝐬 𝐛𝐞𝐡𝐢𝐧𝐝 𝐚 𝐬𝐜𝐫𝐞𝐞𝐧. Email might feel safe—but it’s often a trap. Emails strip away nuance. They don’t carry your tone, your energy, your ability to read the room. And when the stakes are high, relying on email can cost you the very thing that sets leaders apart: leadership gravitas. I asked her to do the uncomfortable thing—make the call. She hesitated, then leaned in during the evening break of the training session. She started with, “This is probably not the call you were expecting…” Instant shift. The client softened. A real conversation happened. They reached alignment—and trust. That’s the power of executive presence in action. It’s not just how you speak—it’s choosing the right moment to speak up, with confidence and calm. Here’s the mindset shift we teach in our sessions: 🟡 Use email to confirm—not to convince. 🟡 Use your voice to express leadership—not just information. 🟡 Presence builds trust. Email builds distance. I’ve never had a leader say, “I wish I sent that email sooner.” But I’ve heard plenty say, “I should’ve just picked up the phone.” Every interaction is a chance to either build or break connection. Choose the medium that shows gravitas, not just convenience. When was the last time your voice changed the outcome of a deal? #ExecutivePresence #LeadershipGravitas #CXOConversations #Influence #Presence #LeadershipDevelopment #StrategicCommunication

In the last major internal conflict I had, I stopped and thought: am I the first one to live this?! Hostility. Threats. Ah, and I was in the car on the way back from the hospital from giving birth. Nice welcome back 😂 Managers spend up to 40% of their time handling conflicts. This time drain highlights a critical business challenge. Yet when managed effectively, conflict becomes a catalyst for: ✅ Innovation ✅ Better decision-making ✅ Stronger relationships Here's the outcomes of my research. No: I wasn't the first one going through this ;) 3 Research-Backed Conflict Resolution Models: 1. The Thomas-Kilmann Conflict Model (TKI) Each style has its place in your conflict toolkit: - Competing → Crisis situations needing quick decisions - Collaborating → Complex problems requiring buy-in - Compromising → Temporary fixes under time pressure - Avoiding → Minor issues that will resolve naturally - Accommodating → When harmony matters more than the outcome 2. Harvard Negotiation Project's BATNA Best Alternative To a Negotiated Agreement - Know your walkaway position - Research all parties' alternatives - Strengthen your options - Negotiate from confidence, not fear 3. Circle of Conflict Model (Moore) Identify the root cause to choose your approach: - Value Conflicts → Find superordinate goals - Relationship Issues → Focus on communication - Data Conflicts → Agree on facts first - Structural Problems → Address system issues - Interest Conflicts → Look for mutual gains Pro Tips for Implementation: ⚡ Before the Conflict: - Map stakeholders - Document facts - Prepare your BATNA - Choose your timing ⚡ During Resolution: - Stay solution-focused - Use neutral language - Listen actively - Take reflection breaks ⚡ After Agreement: - Document decisions - Set review dates - Monitor progress - Acknowledge improvements Remember: Your conflict style should match the situation, not your comfort zone. Feels weird to send that follow up email. But do it: it's actually really crucial. And refrain yourself from putting a few bitter words here and there ;) You'll come out of it a stronger manager. As the saying goes "don't waste a good crisis"! 💡 What's your go-to conflict resolution approach? Has it evolved with experience? ♻️ Share this to empower a leader ➕ Follow Helene Guillaume Pabis for more ✉️ Newsletter: https://lnkd.in/dy3wzu9A

Decisions aren’t made in the meeting. They’re confirmed there. In Japan, this principle has a word: Nemawashi (根回し). Literally translated as “going around the roots,” it refers to the careful pre-alignment that happens before any official decision. Instead of debating and risking conflict in the room, leaders consult stakeholders one by one in advance—quietly gathering perspectives, addressing concerns, and building alignment step by step. I have encountered Nemawashi while working on a business in Japan. I initially assumed the meeting room would be the place for persuasion and debate, but I quickly discovered that someone had already done the groundwork beforehand. The most meaningful conversations took place in hallways, over coffee, or in quiet, one-on-one discussions. By the time everyone entered the meeting, stakeholders had already reached a consensus. What appeared to be a quick agreement in the room was, in reality, the result of weeks of careful listening, adjusting, and aligning that took place outside of it. This approach may feel unfamiliar to those accustomed to Western business practices, where decisions are often made after open discussion and debate in a meeting. However, Nemawashi highlights a universal truth, which is that influence usually occurs before visibility. The most successful outcomes are rarely the result of a single brilliant presentation or a dramatic last-minute pitch. Instead, they are the product of thoughtful groundwork. Understanding who matters, anticipating questions, adapting your message, and ensuring people feel heard long before the spotlight moment. For global leaders, this cultural lesson has a practical takeaway: before your next product launch, investment pitch, or strategic decision, spend as much time aligning stakeholders beforehand as you do preparing your slides. When people feel included early, they are more likely to support the outcome later. So, the next time you’re preparing for a big decision, remember Nemawashi. Do the quiet work in advance, and you’ll find the meeting itself becomes smoother, shorter, and more powerful. 👉How do you prepare stakeholders before a big decision? #Leadership #CrossCultural #DecisionMaking #JapanBusiness #StakeholderManagement

How to Extract Information from Stakeholders 🎯 Getting accurate information from stakeholders can make or break your financial planning process. Each stakeholder speaks a completely different language and focuses on totally different metrics. The secret? Knowing exactly what to ask and how to ask it. ➡️ CEO CONVERSATIONS CEOs think big picture, so focus on strategic direction and vision. You want company strategies for next quarter, budget allocation expectations, risk tolerance levels, and market positioning goals. The money question: "What are the top 3 strategic priorities that should drive our Q4 planning?" ➡️ HEAD OF SALES Sales leaders live and breathe pipeline projections and customer acquisition costs. Get those sales pipeline projections, customer acquisition costs, territory performance data, and resource requirements for targets. My go-to approach: "What's the realistic revenue projection for Q4, and what support do you need?" ➡️ MARKETING DIRECTOR Marketing lives for lead generation and brand metrics. You need campaign performance metrics, lead generation forecasts, brand awareness initiatives, and marketing budget requirements. Hit them with: "How many qualified leads can marketing deliver to support the sales targets?" ➡️ HR MANAGER HR thinks talent and workforce planning 24/7. Grab headcount projections, recruitment timelines, employee retention rates, and training and development needs. Start here: "What's our hiring timeline to support the growth plan, and any retention concerns?" ➡️ ENGINEERING LEAD Engineering leaders obsess over product development roadmaps. Collect that product development roadmap, technical debt priorities, infrastructure requirements, and team capacity information. The must-ask question: "What features can be delivered by Q4, and what technical investments are critical?" ➡️ ACCOUNTING MANAGER Accounting thinks financial health and compliance every single day. Get cash flow projections, budget variance analysis, financial compliance requirements, and cost optimization opportunities. The essential question: "What's our cash flow outlook, and are there any financial constraints for our growth plans?" ➡️ UNIVERSAL BEST PRACTICES These six practices work with EVERY stakeholder: Be Specific: Ask for concrete numbers, dates, and measurable outcomes rather than vague commitments. Respect Their Time: Come prepared with focused questions and provide context upfront. Speak Their Language: Use terminology and metrics relevant to their department and priorities. Validate Understanding: Repeat back key points to ensure alignment and avoid miscommunication. Follow Up: Send summaries of key decisions and next steps within 24 hours. Close the Loop: Show how their input directly influences decisions and outcomes. === What's your approach to stakeholder communication? Share your best practices in the comments below 👇

It is ten years since my first book 📚 'Sustaining Change in Organizations' was published by Sage. So in celebration of so many years writing about change here in no particular order are ten practical things to consider when implementing change: ✅ Engage stakeholders. Engaging stakeholder in change means shifting the power and agency of change from employer to employee. ✅ Ask people for their views, ideas, hopes and fears about change. The process of planned change will be much smoother if people are engaged early with it and are asked for input on issues that will affect their work. ✅ Focus on what will not change. Build in sources of stability by identifying and articulating which elements of the status quo will remain the same because people need to know what wil remain stable and not change as well as what will change. ✅ Power and politics affect all transformations. Map the political landscape of who will be affected, who can impact and who can influence the change and devise an action plan for engaging these different stakeholders. ✅ Change is an emotional process. Recognize and acknowledge the complexity of emotions that arise with a major change. ✅ Conversations are the engines of business transformations. Engage in and encourage dialogue throughout a change process. ✅ Failure is a necessary part of change. Recognize the learning from failure and share lessons learnt. ✅ Make change meaningful. For change to stick it has to be made personal by aligning it to what is of value to key stakeholders and highlighting what it means for them. ✅ Reduce the negative impact of change on wellbeing and mental health. Build wellbeing initatives into business transformations from the start and assess them: how many individuals are actively involved in them; what impact are the initiatives having; and are people applying the tools/techniques and sticking to them. ✅ Build a culture that embraces people-centric change. Process is important but people are more important when it comes to organizational change - put them at the heart of any transformation. Give them space to voice their concerns, fears, hopes and ideas. Listen and acknowledge their voices. #peoplecentricchange #leadingchange #managingchange

The leaders I've seen navigate organisational transitions well all do one thing consistently. They manage informal authority as deliberately as they manage formal structure. In almost every organization that is going through a transition, there is a stakeholder whose formal role has changed but whose informal influence hasn't. 👉 The founder who stepped back.  👉 The previous head of a function who moved to advisory. The organization chart reflects the change. Their influence in the room doesn't. Most new leaders handle this in one of two ways.  ⤷ They avoid the dynamic entirely, hoping it settles on its own.  ⤷ Or they over-correct, asserting authority in ways that create resistance rather than resolve it. As a result, the transition feels stuck, decisions keep looping back, and building alignment gets harder than it should be. After years of helping leaders navigate through these transitions, here's what I've seen actually works- 1. Name the dynamic privately first. Whose influence is active, which decisions is it impacting, and whether the organisation is moving because of it or despite it. 2. Distinguish between influence that serves the transition and influence that stalls it. That difference determines the conversation you need to have. 3. Have the direct conversation with the stakeholder that you've been deferring. Not about roles but about what the transition needs from both of you. The leaders who navigate transitions well don't wait for informal power to sort itself out. They treat it as a stakeholder relationship and manage it with the same care they bring to everything else.