What needs to be finished first
A stakeholder list with names, roles and rough relationship to the initiative is available (at least 5-10 stakeholders).
What needs to be ready before start
Whiteboard or Miro board with 2x2 matrix (X: Interest, Y: Power); stakeholder cards with name and role; definition banner for Power and Interest; pens; confidential storage for the artifact.
One facilitator who keeps definitions present and protects confidentiality; project lead or sponsor; 2-6 additional participants with stakeholder context; scribe for strategy notes.
Stakeholder list with roles and mandates; known history (past conflicts, alliances); current distribution lists; project charter with stakeholder reference.
30-60 min
Set up matrix with 4 quadrants: Manage Closely (high P, high I), Keep Satisfied (high P, low I), Keep Informed (low P, high I), Monitor (low P, low I). Keep definitions visible. Mark artifact confidential.
The one question this method answers
Which stakeholders need which communication and relationship strategy, based on their power and interest in the initiative?
Marker: Phase
| Step | Duration | Action | Hint |
|---|---|---|---|
1Phase 1: Define Power and Interest | 10 min | Power: influence on project success (budget, veto, resources). Interest: affectedness or engagement. Give examples from the initiative for each definition. | Power and Interest are not the same as hierarchy. A sponsor can be high or low in Interest. Clarify definitions before plotting. |
2Phase 2: Position stakeholders | 15-25 min | Place stakeholders individually in quadrants. When there is discussion, note the rationale. Use hidden voting if politically sensitive. | Positions are a snapshot. Nobody sees the grid except workshop participants. Confidentiality is a prerequisite for honesty. |
3Phase 3: Discuss clusters | 10-15 min | Check each quadrant: does the distribution fit? Discuss outliers. Nobody should sit alone in a quadrant without rationale. | The Manage Closely quadrant should not be overcrowded (max 5-7). Too many there paralyze the project. If it is full, check the Power definition. |
4Phase 4: Strategy per quadrant | 10-15 min | Derive communication strategy per quadrant: Manage Closely (1:1 meetings, early involvement), Keep Satisfied (status reports, ad-hoc briefings), Keep Informed (email updates, newsletter), Monitor (public updates). | Strategy without concrete action is empty wording. Define at least one concrete cadence per quadrant, for example weekly status email or bi-weekly 1:1. |
What comes out at the end
Grid diagram as board export or photo, plus table list of stakeholders with quadrant, strategy, communication cadence and owner. Confidential storage with access for sponsor and project lead.
Recreate quarterly or when mandates change. Archive previous version with date and rationale for change. Confidential. Update immediately after personnel changes.
Compact working template for Power Interest Grid with context, input, output artifacts, and next step.
Sorts stakeholders into four quadrants by influence and interest.
When and for what do we use this method?
Which data, observations, decisions, or materials are available?
Short notes along the runsheet.
Owner, date, and success signal.
Concrete filled scenario, fictional example
Concrete filled scenario, fictional example
Manage Closely (high P, high I)
Keep Satisfied (high P, low I)
Keep Informed (low P, high I)
Monitor (low P, low I)
Escalation trigger: On budget deviation >10% or compliance findings: inform CFO and Compliance Lead within 24h.
Recognize symptoms and steer against them
Senior managers automatically land high in Power, while actual veto people are missed.
Define Power as actual influence, not org-chart position. Examples: domain experts without formal power can have high veto power (compliance, security).
Stakeholders are positioned once, and Interest changes across project phases are ignored.
Treat the grid as a snapshot. Re-evaluate quarterly. Expect Interest shifts at phase changes, for example from planning to launch.
More than 7 people are in Manage Closely, and the project lead has no capacity for 1:1 cadence.
Sharpen the Power definition. Someone with Power 4 instead of 5 may belong in Keep Satisfied. Manage Closely is scarce attention.
Strategy per quadrant is abstract ("communicate closely"), with no concrete dates.
Define concrete cadence per stakeholder: weekly 1:1, monthly status report, ad-hoc on topics. Without cadence, strategy decays within 4 weeks.
A stakeholder learns their quadrant position and feels misclassified or offended.
Enforce confidentiality centrally. Restrict access to sponsor and project lead. If a leak happens, communicate transparently and discuss the position again.
Done signals checkable in under a minute
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