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Briefing Note 2crisis, and they will in turn enhanceyour internal and external reputation.Influence MappingFirst off, produce a stakeholder map.Step 1: Define who it is that has thepower to inform and influence: is itthe local community, your staff,student unions, governmentdepartments, funders, internationalstudents, the British Council?Step 2: Find out what are the currentrelationships you have with thesestakeholders and what is the state ofthe relationships they have with eachother.Step: 3 Identify who has the highestinfluence (and therefore who youneed to keep closer) and who merelyneeds to be kept in the loop. Masscommunications create thefoundation for stakeholderengagement, but personalisedcommunication is the most effective.You want to move your criticalstakeholders down the scale tobecome advocates for your university.The stakeholders you identify ascritical and who hold power orinfluence, you will need to manageclosely and treat like a partner. Thisstakeholder mapping (known as thePower‐Influence grid) will help youwith your stakeholder management –who you need to invest in the most,who just needs keeping informed andwho requires minimum effort.Step 5: Put yourself in their shoes andask what are their objectives andissues. You need to know how to getyour message across, how toinfluence, and how to managepotential conflict. If you identify agroup that’s strategically important toyou, ask yourself not what they aredoing for you, but what you’re doingfor them – CSR work for example cancreate a sense of reciprocity.Stakeholder Critical Disengaged Informed Engaged AdvocatesEmployeesStudentsTopmanagementteamShareholdersLocalCommunityGovernmentregulatorStep 4: Prioritise those you need tomanage. An effective model to mapkey stakeholders against is to use ascale that identifies the critical,disengaged, informed, engaged andadvocates.© 2011 Distinct, www.distinct.ac.uk

Briefing Note 4Additional resourcesFor further stakeholder mapping toolsand tips, there is a collection of usefulslides available for you to download:https://www.brookes.ac.uk/distinct/resources/resourceindex/infdocs/stakeholdertipspdf.pdfFind out morewww.distinct.ac.uk has a growingresource section.Get involvedIf you have a case study, report, orother resource you would like to sharewith colleagues in the sector we wouldlove to hear from you. Please contactus at:contact@distinct.ac.ukGuest contributorDi Burton is the Managing Director ofCicada Communications, which shefounded in 1987. She advises at boardlevel on leadership issues andstakeholder management for a rangeof blue chip organisations. For thepast 14 years she has been directingthe MA in Public Communicationprogramme for the GovernmentCommunication Network at LeedsTrinity University College.If you would like to distribute this contentplease contact the project team.www.distinct.ac.uk© 2011 Distinct, www.distinct.ac.uk

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