I used to think stakeholder management was about being nice.
Then I spent 20 years getting overruled, ignored, and bypassed.
Stakeholder management isn't about relationships. It's about power—understanding it, building it, deploying it strategically.
The Uncomfortable Truth
The design that wins isn't the best design. It's the one with the most organizational support.
A mediocre design with strong buy-in ships. A brilliant design without buy-in dies in review.
This isn't cynicism. It's how organizations work.
Map Your Stakeholders
For each one:
- What decisions do they influence?
- What metrics are they measured on?
- Who do they listen to?
- Supporter or skeptic?
Map on two axes: Power (high/low) and Support (advocate/skeptic).
Most designers spend too much time on low-power advocates and too little on high-power skeptics.
Tactics by Type
The Executive Who Redesigns Your Work
Brief them privately first. Explain the decision framework. When they understand your logic, they engage with that instead of pixels.
The PM Who Changes Requirements
Get closer to the source. Ask to attend their stakeholder meetings. Requirements change because pressure changes—understand where the pressure comes from.
The Engineer Who Says "That's Hard"
Invite them in earlier. Ask "what would make this feasible?" They're not blocking—they're telling you about constraints you don't see.
The Skeptic Who Ignores Research
Lead with business metrics, not user quotes. Offer to include them in research. Observation converts skeptics better than reports.
Building Power Over Time
- Track record. Document wins. Make them visible.
- Relationships. Invest when you don't need anything.
- Information. Know things others don't.
- Alliances. Coordinate with people who share your goals.
- Scarcity. Be excellent at something no one else does.
Power accumulates slowly. Start building before you need it.
Related: