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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.

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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.

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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)

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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?)

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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?

                    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

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Output Format

# Stakeholder Map — [Initiative Name]

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

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## 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] |

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## Conflicts and Risks

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

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## 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 |

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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

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References

• Mendelow, Aubrey. "Stakeholder Mapping" (1991)
• Mind the Product: Stakeholder Management

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