Você está gerenciando um programa complexo com as partes interessadas. Como comunicar os riscos sem provocar pânico?
Gerenciar um programa complexo com diversas partes interessadas é um equilíbrio delicado, especialmente quando se trata de comunicar riscos. Seu papel como gerente de programa não é apenas supervisionar o progresso do projeto, mas também garantir que todas as partes sejam informadas sobre possíveis problemas sem causar alarme indevido. Isso requer uma abordagem estratégica para a comunicação de riscos, combinando transparência com tranquilidade e sempre com o objetivo de manter a confiança no sucesso do programa.
Quando se trata de discutir riscos com as partes interessadas, a honestidade é primordial. Você deve ser transparente sobre possíveis problemas que possam afetar o programa, mas é crucial enquadrar essas informações no contexto de suas estratégias de mitigação de riscos. Ao apresentar riscos ao lado de seus planos para enfrentá-los, você pode manter a confiança das partes interessadas e evitar o pânico. Trata-se de encontrar um equilíbrio entre ser aberto e não sobrecarregar as partes interessadas com cenários sombrios.
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Collective engagement with stakeholders in identification of risks and appropriate mitigation strategies should be seen as a critical exercise for success rather than something that can create panic. It is always better to identify risks and work on mitigation rather than face issues at a later stage.
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One sure way to mess up risk management (and your program) is to suppress risks until its too late to do anything about them. Establish an understandable risk lifecycle with your stakeholders. - Emerging risks should signal that you're transparently watching for areas of potential trouble. - Good risk categorization (high, med, low) helps stakeholders gauge panic against the risk. - Detailed mitigation plans and ownership removes fears that a risk is being ignored. - Specific sections for "asks of leadership" help signal to leadership when to engage, and how. These are just a few tactic you can use.
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Tailor the message to the audience, focusing on transparency and proactivity. Show stakeholders that you are actively working on mitigation strategies. Frame the message positively, explaining how addressing the risk can lead to a stronger program or new opportunities. Emphasize that everyone is in this together.
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You must establish trust with your stakeholder and acknowledge their concerns and emotions. Listen with empathy and understanding of their perspective. Also, be transparent with both positive and negative impacts. Transparency builds credibility and fosters informed decision making.
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Be transparent about the risks while maintaining a balanced perspective. In one of my projects, we faced significant technical challenges. I made sure to communicate the risks clearly, explaining their potential impact but also emphasizing our mitigation plans. Being honest about the situation builds trust and credibility.
Entender o seu público é fundamental para uma comunicação eficaz. Diferentes partes interessadas terão diferentes níveis de conhecimento técnico e investimento no programa, portanto, adapte sua mensagem para se adequar às suas perspectivas. Use uma linguagem acessível a não especialistas quando necessário e concentre-se em como os riscos podem afetar seus interesses específicos. Essa abordagem personalizada não apenas torna as informações mais relevantes, mas também pode reduzir a probabilidade de mal-entendidos que podem levar ao pânico.
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Stakeholders tend to be supervisors, peers, subordinates, customers and suppliers. You can note the contacts in each group and develop an understanding of their personal risk tolerance. As a rule of thumb, those who have known you longest tend to have more risk tolerance than those who are new to you. Each type of stakeholder will view risk differently, so try to learn what it is. For example, a supplier with cash flow issues will worry about delays more than a supplier with strong balance sheets. Try to understand the milestones important to the stakeholder. Focus on communication related to those actions moving you towards that stakeholders needs. If you are consistent then more bad news or more risk will be tolerated.
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Customize your communication to suit the audience. I’ve learned that different stakeholders have varying levels of understanding and concerns. For example, I presented detailed technical risks to the project team, while summarizing the key points and their business impact for senior executives. Tailoring the message ensures that it is both understood and appropriately addressed.
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Tailored Messaging for Risk Communication: 1) Understand Your Audience: Tailor your message to stakeholder concerns and expertise. 2) Be Transparent Yet Reassuring: Clearly outline risks while emphasizing mitigation measures. 3) Provide Context: Explain risks within the overall project scope. 4) Highlight Mitigation Plans: Detail proactive measures being taken to manage risks. 5) Use Data and Visuals: Support your message with data and visuals for clarity. 6) Encourage Dialogue: Foster an open channel for questions and feedback.
A consistência na comunicação ajuda a construir uma base de confiança. Fornecer atualizações regulares sobre o progresso do programa, incluindo quaisquer riscos que tenham surgido ou evoluído. Ao manter as partes interessadas informadas de forma consistente, você evita o fator choque que pode vir de más notícias repentinas. Além disso, atualizações regulares permitem que as partes interessadas vejam como os riscos estão sendo gerenciados ao longo do tempo, o que pode ajudar a aliviar as preocupações e evitar um acúmulo de ansiedade.
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Regular updates can help build trust. I usually like to provide a Bottom Line Up Front (BLUF) format along with a graphical dashboard (I'm leveraging Monday that makes these dashboards easy to build). The message focuses on the wins in the program, the over size and progress and the areas of attention( projects in the program that are amber or red). Each of these elements is important. Think how seeing two red projects could be worrying but how that changes tone when you see the other 35 are on track and another 10 are completed.
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Provide regular updates to keep stakeholders informed and engaged. During a particularly complex program, I scheduled weekly status meetings and sent out regular email updates. This consistent communication helped stakeholders stay aware of the risks and the steps we were taking to manage them, preventing surprises and reducing anxiety.
Ao compartilhar riscos com as partes interessadas, compartilhe também o que elas podem fazer para ajudar a mitigar esses riscos. Capacitar as partes interessadas com medidas acionáveis pode transformar o pânico potencial em parceria proativa. Seja fornecendo recursos, ajustando prazos ou simplesmente estando preparado para contingências, dar às partes interessadas um papel na gestão de riscos pode promover um senso de controle e colaboração.
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When sharing identified risks, it is advisable to also provide the associated action plan. Doing so not only prevents stakeholders from panicking but also increases their engagement and appetite to discuss these risks. Additionally, it’s helpful to start by addressing the closed negative risks from previous risk analysis meetings. This demonstrates that implemented action plans are effective in reducing or eliminating negative risk impacts when stakeholders fulfill their roles. In conclusion, regular risk meetings create a better understanding of project or program risks and contribute to a more proactive risk management environment.
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Empower stakeholders by focusing on actionable steps. When discussing risks, I always highlight the actions we are taking to mitigate them and what stakeholders can do to support these efforts. For example, when facing a potential delay, I detailed our contingency plans and requested specific support from key stakeholders. This approach shifts the focus from the problem to the solution.
Foco nos aspectos positivos sem descuidar da realidade dos riscos. Destaque os sucessos passados e como os desafios foram superados. Esse enquadramento positivo ajuda a construir resiliência e confiança entre as partes interessadas. Não se trata de ignorar os riscos, mas de reforçar a crença de que sua equipe é capaz de lidar com os desafios de forma eficaz.
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Frame the communication in a positive light where possible. While it’s important to be realistic, I try to highlight the proactive measures we are taking and any progress we’ve made. In one instance, I communicated a risk related to resource constraints by emphasizing our successful reallocation of resources and the positive impact it was having on the project. Positive framing helps maintain morale and stakeholder confidence.
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By using positive framing, you can communicate risks effectively, keeping stakeholders informed and motivated without causing unnecessary concern. Steps according to my experience: 1) Understand Your Audience: Tailor messages to stakeholder concerns and expertise. 2) Be Transparent Yet Optimistic: Outline risks clearly, emphasizing opportunities and solutions. 3) Provide Context: Frame risks within the broader project scope, highlighting positive impacts. 4) Highlight Mitigation Plans: Focus on proactive measures and potential benefits. 5) Use Data and Visuals: Support messages with data and visuals to reinforce positive outcomes. 6) Encourage Dialogue: Create open channels for feedback, fostering collaboration and trust.
Enfatizar a importância de aprender com os riscos e usá-los como oportunidades de crescimento. Incentive as partes interessadas a ver os riscos não como contratempos, mas como partes integrantes da jornada para o sucesso do programa. Essa perspectiva pode transformar a narrativa de pânico potencial para uma de melhoria contínua e desenvolvimento estratégico.
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It is vitally important to frame risks with a continuous learning focus. What have your programs and projects learned from in the past, or are you learning right now that will reduce the impact of the risk? Software quality has a similar goal, in that it aims to continuously discover problems before they occur.
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Having a plan is inherently calming, so be sure to quantify the confidence intervals of your predictions, and “If, when, then” statements that qualify branching scenarios, and what the opportunities might mean for continuation of excellence.
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Foster strong relationships with stakeholders through regular, open communication. When stakeholders trust you, they are more likely to respond calmly to risk communications.
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