Stakeholder Management and communicating in colour
How to communicate in the way they want, not you
Product Managers know this situation- our team has a brilliant new product idea, and based on the team’s analysis it will be a winner. On behalf of the team, we are responsible for getting the required priority and resources. We have done all the work: analyzed the data, engaged stakeholder groups, created a high-level plan with estimated effort, and produced a compelling product vision. With enthusiasm and conviction we steam ahead, yet we do not get the go-ahead from decision makers.
Disappointing! What could we have done differently?
“We are Data Driven” — any modern tech company
A beautiful value, often only partially true. Unfortunately, data is not always enough (although definitely required); a bummer for analytical and rational folk.
Decision makers are not automatically persuaded by our data. Humans are involved in making decisions. Unlimited resources do not exist, and competing priorities are the norm. How do we advance our team’s (and ultimately the company’s) aims!?
We need to incorporate the human factor to get what we need for our team and product. Insights Colours give a mental model to approach decision-maker influencing.
Not all people are created equal
I assume we have done the pre-work and identified: stakeholder groups, decision-makers, and key influencers.
Some great articles explaining this
- Stakeholder Management tips for Product People by Roman Pichler
- Stakeholder analysis for agile Product Owners by Robbin Schuurman
The Insights Discovery colours is a framework to be used as mental model to influence decision-makers and key stakeholder influencing.
Personality colors
Insights Discovery pioneered a way to classify personalities using four colours Red, Blue, Green, and Yellow- based on Carl Jung’s research into personalities. The colours give insight into a person’s personality (motivations, development areas, strengths, and more) and most interesting their communication style.
Each colour has a communication style preference. We use the colours to our advantage to structure our message and get people onboard.
A cautious note, everyone is a mix of colours yet one is often dominant in the work environment. Learn the subtleties as you improve.
Red — Short and sweet; mostly care about the high-level details
Blue — Detail, and logic-oriented; care about details and that you are precise
Green — Harmony, and team achievement; cares about the agreement and keeping harmony among plus within the organization- avoiding conflict
Yellow — Excitement, involvement, and idea generation; care about bringing people onboard and exciting ideas
The picture below perfectly summarises it.
To emphasize, this is a mental model. Every individual is complex and different. Still, like any mental model, gives a map to navigate reality.
Practically, how do these colours matter?
Communicating with our decision maker in the wrong way can lose them before we even started. We might be lucky and our communication style might match theirs- happy people! We cannot rely on our communication styles being the same by chance. Also, our effectiveness as Product Managers hides in our ability to work with and influence many types of people.
Some practical examples:
Blue
There was a Director of Software in my track that was particularly Blue-leaning. Honestly, his ability to dive into details and have specific knowledge of certain processes while fairly new in the role caught me by surprise. Knowing this, I had to be ready with details and data because he could ask about it. Not knowing the answers would decrease his confidence in my ability to solve the problem correctly (and get the required development resources to do so).
Red
Another Director earlier in my career was Red-leaning. I would start conversations with the details of my analysis which would annoy him. He would press me for a shorter version which would often be delivered on the spot- yet it left me feeling like I missed pieces. Preparing a summary up front and starting with it would have been a more effective method and if need be delve into areas of his interest. Having information in short and sweet bites gave him confidence I was on top of things.
Yellow
My previous manager was Yellow-leaning. Involving him in ideas- showing the excitement for the product and asking for advice or direction was effective to get him onboard. My excitement would carry over and he would become an advocate for the product.
Green
Personally, I am Green-leaning, and approaching me in a friendly way goes a long way to get me onboard. Use a personal and informal approach. It at least gets me to listen, afterward I want to know more details yet the first step is friendliness and approachability.
Who is sitting across from you?
Figure out and run through your mind whom is sitting at the other end of the table (or screen). What is their preferred method of communication and can you adjust your message upfront?
Yes, this costs time and effort. Sometimes, you only get one shot (one opportunity. To seize everything you ever wanted). Thus, when dealing with decision-makers at defining moments, take the time to think about communication style- it will be worth it. You can ask people close to the decision-marker for more help on their communication style.
Playing the human factor increases success
You have done the work and adjusted your communication style. Will your team get the resources to make a big success for the company? There is no guarantee but you did everything you could to set yourself up for success, you played the human factor. Even in this Data Driven world, playing the human factor is crucial for continued success.
