Communicating Clearly With Stakeholders During Negotiation

In enterprise sales, multi-stakeholder deals can feel like herding cats. 6 people. 6 different priorities. 6 different calendars. The traditional playbook says: Book 12 meetings. Convince each one individually. Try to maintain momentum. The problem is, By the time you’ve spoken to everyone, the energy is gone. Urgency disappears. The deal stalls. This is how I do it differently: I build one page (a digital deal room) that works for me 24/7. On that page, every stakeholder gets exactly what they need to move forward: • Their ROI spelled out in plain numbers • The risks they care about addressed head-on • Their next steps clearly assigned • The context to see how it all ties to the company’s big objectives When they can see their wins and their risks in one place, they don’t need another meeting to “align internally.” They already have everything they need. The result: deals keep progressing while I’m working on the next one.

“They said our price is too high.” “Who is they?” “Fortune 500 Pharma.” “The entire stakeholder team? After our 6-month proof of concept?” “Well…not exactly. Just Jim.” “Jim? The department buyer with no decision making authority?” “Um…yes.” 🚩 The rep broke our process. 🚩 We never agree to a POC unless all key stakeholders commit to reviewing the results in a live meeting 🚩 Instead, the rep presented to one person who could never say yes. So we fixed it. - The rep made calls. Got the right people in the room. - Followed the process we should’ve followed from the start. - I flew in. Seven days later… I’m across from the full stakeholder team. Screen on. Deck up. Ready to go. Ten minutes into the presentation, the Director stops me. And I think, “Something’s wrong.” I was right—just not on our side. He turns to Jim, frustration in his voice: 👉 “Why are we here? Just do the deal.” And that was it. - Dollars shifted between budgets. - The company saved money, reduced risk, and gained time. - We closed the deal. Because real decision makers don’t care about price—they care about impact. Money (Financial impact) Risk (Reduction & mitigation) Time (Operational efficiency) Money ≠ Price. Impact matters more than price. How to make sure you never fall into the same trap: 1 - Lock in Stakeholders from Day One Never run a POC unless all key decision-makers agree to review the results. No commitment? No POC. 2 - Challenge “No”, Especially When It Comes from the Wrong Person Always ask: “Who else needs to be part of this conversation?” If the person can’t say yes, they shouldn’t be able to say no. 3 - Manage the Process A strong sales process means you influence how decisions get made. If your deal is derailed by someone with no authority, you lost control. 4 - Frame the Conversation Around Impact, Not Price Always connect your solution to money saved, risk reduced, or time gained. Those are the real decision drivers. 5 - Use Your POC & Report of Findings to Reduce Stakeholder Risk A strong report of findings turns your proof of concept into an irrefutable case for action—so stakeholders feel safe moving forward instead of stalling in indecision.

While project management jargon is appropriate in certain settings, I recommend using it with caution. For those outside of project management, it may create: 🔹 Loss of Clarity: Our stakeholders come from diverse backgrounds, and not all of them are well-versed in t project management terminology. Using jargon can lead to confusion, misunderstanding, and even frustration. 🔹 Alienation: When we speak in project management jargon, we can unintentionally create an "us" and "them" environment. 🔹 Misalignment: Project management jargon can sometimes be ambiguous, and different people might interpret the same term differently. 🔹 Loss of Credibility: While we might understand every bit of jargon we use, its excessive use might lead stakeholders to doubt our intentions or expertise. Instead of impressing them, we risk coming across as disconnected from their needs and concerns. Instead: ✅ Choose Wisely: When communicating with stakeholders, opt for language that is clear, concise, and easy to understand. ✅ Educate Gradually: If there are certain terms crucial to the conversation, take the time to educate stakeholders about their meanings. ✅ Listen Actively: Pay attention to how stakeholders respond to your communication. If you notice confusion or hesitation, take a step back and rephrase your message in simpler terms. ✅ Empathize: Put yourself in the shoes of your stakeholders. Use language that promotes transparency and inclusion. #projectmanagement #inclusion #collaboration

Unclear expectations are a project killer When I first started managing projects, I thought everyone would be on the same page. Alignment on roles, responsibilities, timelines, & deliverables Spoiler alert - they weren't. Fast forward 6 months: → A task was delayed because no one owned it → A stakeholder expected something we never agreed to → The team was frustrated by murky priorities It all came back to unclear expectations. Now, every time I kick off a project, I focus on 3 key things: ☝ Define roles & responsibilities Who owns what? Don't assume people know. Spell it out. RACI charts work wonders. ✌ Clarify deliverables & deadlines What are we delivering and when? Be specific. Confirm alignment with your team/stakeholders. 🤟 Overcommunicate early Repeat key details. Document agreements/decisions. Follow-up to ensure understanding. Clarity by setting expectations prevents future problems. It also establishes trust, teamwork, and successful delivery. When everyone knows what's expected, they can execute instead of guess. PS: what's your go-to strategy for setting clear expectations? 🤙

How I Manage Stakeholder Expectations Without Overpromising as a Program Manager at Amazon Expectation management isn’t about promising less—it’s about aligning more. Early in my career, I thought managing expectations meant setting low bars to ensure easy wins. Then I learned that real expectation management is about aligning on what success looks like—not just lowering the bar. Here’s how I manage stakeholder expectations effectively: 1️⃣ Set the ‘Why’ Before the ‘What’ I start by aligning on why a project matters—its business impact or customer benefit—before discussing what we’ll deliver. This practice ensures that everyone understands the end goal, not just the output. 2️⃣ Define Success Metrics Upfront I outline specific, measurable outcomes from day one. This clarity prevents misalignment and keeps stakeholders focused on results rather than tasks. 3️⃣ Communicate Early, Not Just Often I share updates early, especially when risks emerge. This practice has not only built trust but also prevented surprises. During a recent project, early communication helped secure additional resources to manage a sudden increase in scope. Expectation management isn’t about managing down—it’s about managing forward. If you’re struggling with stakeholder alignment, try focusing less on promising and more on aligning. How do you manage stakeholder expectations? #ExpectationManagement #Leadership #StakeholderManagement #Amazon