publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/535467
ILTA WHITE PAPER: JUNE 2015 WWW.ILTANET.ORG 20 MASTERING THE ART OF STAKEHOLDER BUY-IN As IT professionals seeking to create more efficiencies, you are in a continuous quest for support and resources. No matter the request, you need to show stakeholders you have something to offer in return. These four practical steps will help you get stakeholder buy-in and hone your skills as a business partner. STEP 1: Determine What Buy-In You Want. Clearly identify the buy-in you need, and determine which stakeholders to approach. by Janis Richman of Capensys Mastering the Art of Stakeholder Buy-In STEP 2: Ask Stakeholders the Right Questions. As a business partner, you want to show how efficiency in technology will increase profitability, client satisfaction and user satisfaction. Your questions should be crafted to elicit information you can turn into measurable criteria. Some examples include: • Where are you seeing breakdowns in the process? • What impact is this having on the firm? • How might this affect clients? • How could this affect the firm financially? These questions help you identify shortcomings that are impeding efficiency. Use this information to show how the resources, program or "wish list" you are seeking will provide significant improvements. STEP 3: Quantify the Impact. Create a simple "efficiency impact dashboard" to display the issue, the criteria being tracked, data sources and some formulas to show the "return on efficiency" or savings stakeholders can expect. STEP 4: Present Your Vision. Convey the value of what you are seeking. Use the efficiency impact dashboard to show stakeholders how your plan will give them exactly what they need. Include resources, statistics or quotes from well-known sources to support your position. Create a package that contains the efficiency dashboard, industry drivers and your high-level action plan. MASTER THE ART Gaining stakeholder buy-in is a process you can master using these techniques and some diplomacy. You must be seen as a business partner who understands both the firm's goals and how users work, someone who can communicate the benefits and tangible improvements expected. Working with stakeholders in this way involves researching their needs and presenting a measurable plan which addresses business goals, maps out benefits to the firm and sets expectations.