The Evergreen Executive: How to keep going and keep growing as a leader. by Webber Sandra

Author:Webber, Sandra [Webber, Sandra]
Language: eng
Format: epub
Publisher: Rethink Press
Published: 2020-06-19T16:00:00+00:00

What typically happens at this stage is that a few stakeholders will jump off the page, especially if they received a high score in terms of importance but a low score in terms of relationship health.

You need to prioritise improving these relationships.

Case Study

DANIEL

Daniel had been in his finance leadership role for about six months when he learned about stakeholder mapping. He was pleased that he could build a comprehensive list and easily rate the importance of his stakeholders. The difficulties started when he rated the health of his relationships with his stakeholders with honesty – he gave some of his team members and peers low scores. Some of these people he hadn’t spent a lot of time with and didn’t really know, while others were people whom he didn’t naturally connect with (based on first impressions or because they had different ways of working). For Daniel, this exercise was a mirror that showed him he needed to put in time and effort to get to know these people better and maybe adapt some of his ways of working to build better, more effective working relationships.

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