Gaining stakeholders' buy-in is one of the critical skill sets one needs to be successful at work. For years though, one of the primary methodologies of navigating through stakeholder relationships is to use a stakeholders map, like the one below.
获得利益相关者的支持是一个人在工作中取得成功所需的关键技能之一。多年来，驾驭利益相关者关系的主要方法之一是使用涉众矩阵图，如下图所示。
The are 2 dimensions In this stakeholder map: the stakeholders' level of influence vs. the stakeholders' level of interest. We can then adapt how we manage different stakeholders based on their levels of influence and interest. The influential stakeholders with a strong vested interest in your actions will be the key players. These stakeholders are supposed to require your attention as they are critical to your success.
在这个利益相关者地图中有两个维度：利益相关者的影响水平和利益相关者的兴趣水平。然后，我们可以根据不同利益相关者的影响力和兴趣水平调整我们管理不同利益相关者的方式。对你的行动有着强烈既得利益的有影响力的利益相关者将是关键角色。这些利益相关者应该需要你的关注，因为他们对你的成功至关重要。
Differing Interests
不同的兴趣
However, different stakeholders can have different or even divergent interests within the group of high-influence and high-interest stakeholders. The influence levels of each stakeholder can change over time.
然而，在高影响力和高兴趣的利益相关者群体中，不同的利益相关者可能有不同的甚至分歧的兴趣。每个利益相关者的影响水平会随着时间的推移而变化。
To illustrate this further, below is a case study where all key stakeholders are highly influential and highly interested in a particular project in different ways.
为了进一步说明这一点，下面是一个案例研究，其中所有关键利益相关者都以不同的方式对特定项目具有高度影响力和高度兴趣。
Case Study: Project Delay
You are the project lead in developing a new product. The product is critical to your company's business strategy for the next 5 years.
你是开发新产品的项目负责人。该产品对贵公司未来5年的商业战略至关重要。
The past 3 new product launches have yet to be successful, and your management is putting much hope (and pressure) on this new product. Your company has committed an unprecedented US$ 100 million for the development and commercialization of your product, and the stakes are high for the many departments involved in this project.
过去的3个新产品发布都没有成功，你们的管理层对这个新产品寄予了很大的希望（和压力）。贵公司为该产品的开发和商业化投入了前所未有的1亿美元，这对参与这个项目的许多部门来说风险是很高的。
However, your project will be delayed for the next 6 months due to unforeseen circumstances beyond your control. The leading cause of the delay is a new government safety requirement for similar products. This delay will cause an overrun in the budget by as much as 50%. More importantly, this delay could also mean a shorter lead time to market the product before its launch..
然而，由于不可预见的超出你控制的情况，你的项目将被推迟6个月。推迟的主要原因是政府对类似产品的新安全要求。这一延误将导致预算超支高达50%。更重要的是，这种延误也意味着产品上市前的准备时间缩短了。
The key stakeholders for this project are:
该项目的主要利益相关方是:
Joe, the VP of Sales and Marketing. Joe is concerned about the company's over-reliance on existing products, which the competitors' new products could phase out within the next 12 months. He demands that the new product be launched in 3 months. He would be against any budget cuts, as this could mean cutting the much-needed marketing budget for the project (est. US$20 million) to ensure the new product sells well.
Joe，销售和营销副总裁，他担心公司过度依赖现有产品，而竞争对手的新产品可能会在未来12个月内淘汰这些产品。他要求新产品在三个月内上市，并且反对任何预算削减，因为这可能意味着削减该项目急需的、确保新产品销售良好的营销预算（估计为2000万美元）。
Lisa, the CFO.Lisa had shown concern over the US$ 100 million budget and is staunchly against any project budget overrun. She must cut up to 50% of the marketing budget if the project incurs more expenses. Lisa is concerned about being prudent when the company's future earnings and development are uncertain.
Lisa，首席财务官。Lisa对1亿美元的预算表示担忧，并坚决反对任何项目预算超支。如果项目产生更多费用，她必须削减高达50%的营销预算。Lisa关心的是在公司未来收益和发展不确定的情况下要谨慎行事。
Dani, the VP of Product Development. While Dani would like to see the launch expedited, he felt he would need 6 months to comply with the latest safety requirements. His concern is that it might be better to be 100% compliant rather than to risk future penalties if the new safety requirements are not met.
Dani，产品开发副总裁。虽然Dani希望看到上市的速度加快，但他觉得自己需要6个月的时间来满足最新的安全要求。他担心的是，如果不符合新的安全要求，与其冒着未来受到处罚的风险，不如100%遵守规定。
Kam, the VP of Production. While Kam is not fully involved in product development, she must ensure the consistent quality and production schedule of the new product for mass production. She typically hates spec changes, and the new requirement has caused a significant spec change. She wants a final agreement on the specs before the mass production of the new product.
Kam，生产副总裁。虽然Kam并没有完全参与产品开发，但她必须确保新产品在大规模生产中质量和生产进度的一致性。她特别讨厌规格变更，而新的需求已经引起了重大的规格变更。她希望在新产品大规模生产前就规格达成最终协议。
Ram, the CEO.Ron is a major supporter of this project. He convinced Lisa to for the US$100 million budget for the new product. Ram hopes the new product could position the company with a 2-3-year innovation lead in a highly-competitive market. Ram also knows that if the new product fails, it could spell the company's end. At the same time, Ram must ensure that all funds are spent wisely and respect the CFO's advice to avoid overspending.
Ram，首席执行官。Ram是这个项目的主要支持者。他说服Lisa为新产品拨出1亿美元的预算。Ram希望新产品能让公司在竞争激烈的市场中保持2-3年的创新领先地位。Ron也知道，如果新产品失败，这可能意味着公司关门大吉。与此同时，Ram必须确保所有资金都得到明智的使用，并尊重首席财务官的建议，避免超支。
You, the project lead. You report directly to Dani, the VP of Product Development, and have dotted-line responsibilities to Joe, the VP of Sales and Marketing. Your project management has been superb, and you have been outstanding coordinating between the different stakeholders. The project remained within schedule and budget until this new safety requirement was announced. You are concerned that if the project fails, you will be blamed for the wrong decisions made by some stakeholders and then fired. You must align the key stakeholders to decide on the subsequent actions immediately.
你，项目负责人。你直接向产品开发副总裁Dani汇报，虚线汇报给销售和营销副总裁Joe。你的项目管理非常出色，你在不同利益相关者之间的协调也非常出色。在新的安全要求公布之前，该项目一直保持在计划和预算范围内。你担心如果项目失败，你会因为一些利益相关者做出的错误决定而受到指责，然后被解雇。你必须让关键利益相关者立即决定后续行动。
----End of Case Study----
----案例研究结束-----
Instead of relying on an outdated "traditional" stakeholder map, perhaps a modified one can better help us navigate this stakeholder "minefield" better.
与其依赖过时的“传统”利益相关者地图，也许修改后的地图可以更好地帮助我们更好地穿越这个利益相关者“雷区”。
Rather than classifying stakeholders based on their interest levels, band them based on their support for you. In the case above, while all stakeholders are influential and interested, they support the protagonist's work to varying degrees.
与其根据利益相关者的兴趣程度对他们进行分类，不如根据他们对你的支持程度对他们进行分类。在上面的例子中，虽然所有的利益相关者都有影响力和兴趣，但他们都在不同程度上支持主角的工作。
With this classification, one can then map out a way to win over the stakeholders' support as follows:
有了这种分类，就可以设计出赢得利益相关者支持的方法，如下所示:
Furthermore, we can then identify each stakeholder's motivation factors and communication styles, which will make the navigation with different stakeholders a lot more effective.
此外，我们可以确定每个利益相关者的动机因素和沟通方式，这会让与不同利益相关者的沟通更加有效。
The case study above is used in our Stakeholder Management workshops, and we incorporate many team coaching elements to explore how best to navigate through the stakeholder matrix. If you’d like to find practical ways to deal with real-life stakeholder management issues like the one in the case study, send me a message, and I’ll be happy to share more with you!
上述案例研究在我们的利益相关者管理研讨会中使用，我们结合了许多团队教练元素来探索如何在关联者矩阵中确定方向。如果你想找到实用的方法来处理现实生活中的利益相关者管理问题，比如案例研究中的问题，请给我发消息，我很乐意与你分享更多!
c.j. is a bilingual facilitator and coach in English and Mandarin and has rolled out coaching projects throughout the Asia Pacific region. He is the IAC Singapore Chapter Leader and an ICF Professional Certified Coach. c.j. is accredited in various assessment tools such as the Cultural Navigator, TTI DISC, OD-Tools Trait Map and Motivation Questionnaire, Belbin Team Roles, etc.. He is the co-creator of Sales Map sales proficiency assessment and author of the book "Winning the B2B Sale in China"
c.j.是一名精通英语和普通话的双语促进者和共享领导团队教练，并在整个亚太地区开展了教练项目。 他是IAC新加坡分会的负责人，也是ICF专业认证教练。c.j.获得了各种评估工具的认证，如文化导航仪、TTI DISC、OD-Tools特质图与激励问卷、贝尔宾团队角色等。 他是Sales Map销售能力评估的共同创造者，也是《中国式B2B销售宝典》一书的作者。
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