Build Winning Stakeholder Commitments

How to Earn the Trust of a Stakeholder

© 2010 by Stanford Advanced Project Management. All rights reserved.

Poll 1: How did you hear about today’s webinar?

• Received email from Stanford

• Received email from IPS

• Saw it listed on Stanford/SCPD web site

• Facebook or LinkedIn

• From a Co-worker

• Other

© 2010 by Stanford Advanced Project Management. All rights reserved.

Asking Questions

© 2010 by Stanford Advanced Project Management. All rights reserved.

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© 2010 by Stanford Advanced Project Management. All rights reserved.

 Meet Today’s Speakers

Thomas J. Kosnik Carissa Little

Fenwick and West Consulting Professor Director, Professional Programs
Stanford Technology Ventures Program Stanford Center for Professional Development
Management Science & Engineering

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Build Winning Stakeholder Commitments

Our Agenda

1. How to Earn the Trust of a Stakeholder

2. Learning More

3. Q&A

© 2010 by Stanford Advanced Project Management. All rights reserved.

How to Earn the Trust of a Stakeholder

Presented By
Tom Kosnik
Fenwick and West Consulting Professor
Stanford Technology Ventures Program
Stanford School of Engineering

This presentation and the Trust Spider are copyright of

Thomas J. Kosnik

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Agenda
• Objectives

• Identify stakeholders for your project

• The Trust Spider

• Discussing trust priorities at beginning of project

• Assessing performance throughout the project

• Start Stop Keep: a tool for changing behavior to build trust

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Objectives
• To introduce The Trust Spider: a tool that can be used to
establish trust and diagnose problems that are eroding trust

• To introduce Start Stop Keep: a tool for changing behavior

to close “trust gaps” and build greater trust

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Identify the Stakeholders for your project
Project/program team Shareholders
Internal and external or investors
consultants
Suppliers Public-interest
groups
Project
Clients, Manager Government
Owners

Non-team members Community

interested in or Upper
having input in project management

End users Mid-management

PM’s
manager

© 2010 by Stanford Advanced Project Management. All rights reserved.

 The Trust Spider

Entrepreneurship
Grace under Chemistry/
pressure Sense of Humor

Vision Perspective/
Humility

Communication Integrity Empathy

Cooperation/
Competence
Commitment

Fairness
Reliability Responsiveness

The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
 Mark the 5 qualities that are most critical
to earn your trust. Compare with your Stakeholder

Entrepreneurship
Grace under Chemistry/
pressure Sense of Humor

Vision Perspective/
Humility

Communication Integrity Empathy

Cooperation/
Competence
Commitment

Fairness
Reliability Responsiveness

The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
 Example: The top 5 qualities
to earn Tom Kosnik’s Trust X

Entrepreneurship
Grace under Chemistry/X
X pressure Sense of Humor
Perspective/
Vision
Humility X
Communication Integrity Empathy
X
Cooperation/X
Competence
Commitment

Fairness
Reliability Responsiveness

The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
 Example: Comparing The top 5 qualities
of Tom KosnikX and his stakeholderX
Entrepreneurship
X Grace under
pressure
Chemistry/X
Sense of Humor
Perspective/
Vision
Humility X
Communication X
Integrity Empathy
X
Cooperation/X
X Competence
Commitment

X Fairness Responsiveness
X Reliability

The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
 Why is this exercise important?
• Different people have different priorities for what it takes to
earn their trust.

• Failure to communicate priorities at the beginning of a project

will likely lead to conflict and erosion of trust.

• By discovering the stakeholder’s priorities, a project manager

can ask:

• How can we best practice that quality on this project?

• What are examples of things that violate that quality?

• The project manager can communicate this to the team to

insure everyone understands.
© 2010 by Stanford Advanced Project Management. All rights reserved.
 Exercise: Identify the 5 qualities that are
most critical to earn YOUR trust

Entrepreneurship
Grace under Chemistry/
pressure Sense of Humor

Vision Perspective/
Humility

Communication Integrity Empathy

Cooperation/
Competence
Commitment

Fairness
Reliability Responsiveness

The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
 Exercise: Compare your top 5 five qualities
with those of Carissa Little at SCPD.
X
Entrepreneurship
Grace under Chemistry/
pressure Sense of Humor

Vision Perspective/
Humility

X
X Communication Integrity Empathy

Cooperation/X
X Competence
Commitment

Fairness
Reliability Responsiveness

The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
© 2010 by Stanford Advanced Project Management. All rights reserved.
Poll 2: How many of the top 5 qualities to earn your trust
were the same as Carissa Little’s?

• 5

• 4

• 3

• 2

• 1

• 0

© 2010 by Stanford Advanced Project Management. All rights reserved.

 How to get feedback on performance
to identify any critical “Trust Gaps”

1. Ask if there are any issues with integrity. If so, focus there first.

2. Ask the stakeholder to draw connected lines on the spider for

his/her assessment of your performance.

3. Fill out your own self assessment separately.

4. Compare notes. (See example)

5. Identify 1 or 2 critical “trust gaps” where your assessment of

your performance is higher than your stakeholder’s.

6. Use Start-Stop-Keep to document how you will close the trust

gap. Then follow up!

© 2010 by Stanford Advanced Project Management. All rights reserved.

Stakeholder assessment of your performance
Grace under Entrepreneurship
X pressure Chemistry/ X
Sense of Humor
Vision Perspective/X
Humility

XX Empathy
X Communication Integrity

Cooperation/
X Competence Commitment
X

XFairness Responsiveness
XReliability
X = My Top 5 trust qualities
X = My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
© 2010 by Stanford Advanced Project Management. All rights reserved.
Your self-assessment of your performance
Grace under Entrepreneurship
X pressure Chemistry/ X
Sense of Humor
Vision Perspective/X
Humility

XX Empathy
X Communication Integrity

Cooperation/
X Competence Commitment
X

XFairness Responsiveness
X Reliability
X = My Top 5 trust qualities
X = My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
© 2010 by Stanford Advanced Project Management. All rights reserved.
 Compare notes. Where is the most critical
“Trust Gap” in this example?
Grace under Entrepreneurship
X pressure Chemistry/ X
Sense of Humor
Vision Perspective/X
Humility

XX Empathy
X Communication Integrity

Cooperation/
X Competence Commitment
X

XFairness Responsiveness
XReliability
X = My Top 5 trust qualities
X = My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
© 2010 by Stanford Advanced Project Management. All rights reserved.
Use Start-Stop-Keep to give each other feedback
on specific things you can do to close any
Trust Gaps and to build greater trust

Start: Why?

Stop: Why?

Keep: Why?

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Example: Start-Stop-Keep to close the
Trust Gaps on communication
Start: Calling my cell and Why? I can warn other meeting
emailing me to let me know if members so they do not waste
you will be late for a meeting. time. We can either start later –
or start on time and put you later
on the agenda.
Stop: Interrupting me when I am Why? It makes us less effective
speaking. in communicating, breaks my
chain of thought, and makes me
appear to others as weak and/or
lacking in executive presence.
Keep: Having our weekly Why? I want to know if project
project status meetings. is on schedule and whether there
are any obstacles your team is
facing so we can deal with them.

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Summary
• Use the Trust Spider at project start with various stakeholders.

• Ask each stakeholder for examples of good and bad

performance.

• Get your project team to do the Trust Spider, and look for
differences in “Top Five” across the team.

• Communicate your stakeholders’ “Top 5s” to your team.

• Monitor performance using Trust Spider.

• Use Start-Stop-Keep as a way for stakeholders to give specific

ideas on how you can close Trust Gaps and build greater trust.

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Appendix:
Behaviors related to the qualities
on each leg of the Trust Spider

Note: You can add, delete or modify the behaviors related to

each leg based on mutual understanding and agreement with
your stakeholders. The key is for you and your stakeholders to
have the same expectations about what demonstrates effective
performance that will build greater trust.

© 2010 by Stanford Advanced Project Management. All rights reserved.

What Behaviors Are Related to Each “Leg” of the
Trust Spider?

© 2010 by Stanford Advanced Project Management. All rights reserved.

What Behaviors Are Related to Each “Leg” of the
Trust Spider?

© 2010 by Stanford Advanced Project Management. All rights reserved.

What Behaviors Are Related to Each “Leg” of the
Trust Spider?

© 2010 by Stanford Advanced Project Management. All rights reserved.

What Behaviors Are Related to Each “Leg” of the
Trust Spider?

© 2010 by Stanford Advanced Project Management. All rights reserved.

What Behaviors Are Related to Each “Leg” of the
Trust Spider?

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Build Winning Stakeholder Commitments

Our Agenda

1. Build Winning Stakeholder Commitments

2. Learning More

3. Q&A

32

© 2010 by Stanford Advanced Project Management. All rights reserved.

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Stanford University and IPS have created education
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 Earn the Stanford Advanced
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Required Courses:
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Elective Courses (select 3):

•Build Winning Stakeholder
Commitments (New – June 2011) Relationship
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• I would like to learn more about the program

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© 2010 by Stanford Advanced Project Management. All rights reserved.

 Build Winning Stakeholder Commitments

Our Agenda

1. Build Winning Stakeholder Commitments

2. Learning More

3. Q&A

39

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Q&A

Thomas J. Kosnik Carissa Little

Fenwick and West Consulting Professor Director, Professional Programs
Stanford Technology Ventures Program Stanford Center for Professional Development
Management Science & Engineering

40

© 2010 by Stanford Advanced Project Management. All rights reserved.

Printing Webinar Slides

You may print a PDF of the

individual slides.
To do this, please select the
Handouts icon in the top
navigation bar.
This option will be available
throughout the webinar.

You may also print the slides to

PDF by clicking on the “Print to
PDF” icon located at the
bottom of your screen.

41

© 2010 by Stanford Advanced Project Management. All rights reserved.

 Thank You for Attending Today’s Webinar

Build Winning Stakeholder Commitments

June 15 – 17, 2011

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Toll Free +1.866.802.1152 Outside the US +1.650.736.0539 Register early and save $250!
scpd-apm@stanford.edu

http://apm.stanford.edu 42

© 2010 by Stanford Advanced Project Management. All rights reserved.