Not all stakeholders carry the same weight. If you misread power and influence, you’ll chase the wrong approvals and stall decisions. Here’s the quick approach I use.
Define power vs. influence
- Power: formal authority to approve money, scope, policy.
- Influence: informal ability to sway decisions (credibility, network, technical depth).
Map fast
- Ask three questions: Who can stop this? Who must sign this? Who can unlock this?
- Plot on a 2x2 (Power: High/Low, Influence: High/Low). Validate with your sponsor—use recent decisions, not titles.
Engage by quadrant
| Power \ Influence | High influence | Low influence |
|---|---|---|
| High power | Pre-wire decisions; invite to steering; offer options with your recommendation | Concise updates tied to policy/compliance; use sponsor cover for change |
| Low power | Co-create options; enlist to de-risk/socialize changes | Milestone updates only; keep them allies, not bottlenecks |
Keep it current
- Refresh monthly or after org/priority shifts.
- Reflect changes in the comms plan and decision log.
- Track who actually made last month’s decisions and adjust the map.
Stakeholder mapping is a working tool, not wall art. Keep it simple, current, and tied to how you run approvals.***