Managing a Difficult Stakeholder
Work with someone who resists or interferes.
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Plan how to work with a difficult stakeholder. The stakeholder, their role, and behavior: [STAKEHOLDER_BEHAVIOR]. Impact on the project: [IMPACT]. History and prior attempts: [HISTORY]. My authority and allies: [AUTHORITY_AND_ALLIES]. Analyze: their possible interests and fears behind the behavior (hypotheses to test); what I can control; what to document. Produce: a conversation plan with questions to understand their concerns, an opening statement (50 words), and options to address them (early involvement, a defined role, regular previews, clear decision rights); a plan for when conversation fails (escalate to the sponsor with facts and a proposed solution); and a record template for interactions. Add scripts for typical situations: last-minute changes, bypassing the process, criticizing the team publicly. Keep tone respectful and avoid labeling the person. If behavior includes harassment or bullying, use formal channels and HR [VERIFY]. Use only my account and note that it is one perspective. Include a decision tree for the next conversation: if they engage, agree a role; if they deflect, ask a narrower question; if they escalate, document and involve the sponsor. Keep notes factual and avoid characterising their motives in writing.
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