# Stakeholder Map > - Skill: `frank-luongt/stakeholder-map` (Agent Skill) - Install (CLI): `npx skillmds@latest add frank-luongt/stakeholder-map` - Raw SKILL.md: https://api.skillmd.com/api/skills/frank-luongt/stakeholder-map/raw - Safety review: pending - Works with: Claude Code, Claude.ai, OpenAI Codex - Category: Product & Planning - Author: frank-luongt (https://skillmd.com/u/frank-luongt) - Updated: 2026-09-17 - Page: https://skillmd.com/skills/frank-luongt/stakeholder-map --- --- name: stakeholder-map description: Map stakeholders on a Power x Interest grid and create tailored communication plans. Use when managing complex stakeholder environments, launching cross-functional initiatives, or joining a new organization. tags: [stakeholder-management, communication, planning, leadership] --- # Stakeholder Map A Power x Interest grid for identifying, categorizing, and managing stakeholders — with tailored communication strategies for each quadrant. --- ## Purpose Product initiatives fail more often from stakeholder misalignment than from bad engineering. This skill maps who cares, who has power, and what each person needs from you — preventing surprises, building support, and managing resistance proactively. --- ## When to Use - Starting a new initiative that touches multiple teams - Joining a new organization or product area - Preparing for a high-stakes launch or migration - When a project is stalled due to organizational friction - Before presenting a PRD or strategy for approval ## When NOT to Use - Solo projects with no organizational dependencies - When all stakeholders are already aligned (verify this assumption first) --- ## Required Context (Ask If Missing) - **Initiative description** — what you're trying to accomplish - **Organization structure** — teams, reporting lines, key roles - **Known stakeholders** — people you already know are involved or affected - **Decision-making process** — how decisions get made (RACI, consensus, executive decree?) --- ## The Process ### Step 1: Identify All Stakeholders List everyone who is: - **Impacted by** the initiative (their work, metrics, or team changes) - **Has influence over** the initiative (can approve, block, or fund) - **Has expertise** needed for the initiative (technical, domain, market) - **Has interest** in the outcome (even if not directly impacted) **Don't forget:** - Adjacent team leads - Support and operations teams - Finance / legal / compliance - External partners or customers - Executive sponsors ### Step 2: Map on Power x Interest Grid For each stakeholder, rate: - **Power** (High/Low): Can they approve, block, fund, or influence the outcome? - **Interest** (High/Low): Do they care about this initiative's outcome? ```text HIGH INTEREST │ ┌────────────────────┼────────────────────┐ │ │ │ │ Keep Satisfied │ Manage Closely │ │ │ │ │ Periodic updates │ Regular 1:1s │ │ Escalate critical │ Involve in │ │ issues only │ decisions │ │ │ │ HIGH├────────────────────┼────────────────────┤ POWER │ │ │ │ │ Monitor │ Keep Informed │ │ │ │ │ Light-touch │ Status updates │ │ Watch for │ Demo invitations │ │ changes │ Feedback channel │ │ │ │ └────────────────────┼────────────────────┘ LOW INTEREST ``` ### Step 3: Define Communication Strategy Per Quadrant #### Manage Closely (High Power, High Interest) These are your most important stakeholders. Mismanaging them kills projects. - **Frequency:** Weekly or bi-weekly 1:1s - **Format:** In-person or video meetings, personalized updates - **Content:** Progress, decisions needed, risks, trade-offs - **Action:** Involve in key decisions before they're finalized - **Risk if neglected:** They feel blindsided, withdraw support, or actively block #### Keep Satisfied (High Power, Low Interest) They can make or break your project but don't want to be in the details. - **Frequency:** Monthly or milestone-based updates - **Format:** Brief email or Slack summary, executive briefing - **Content:** High-level status, escalations only, outcomes not activities - **Action:** Only escalate critical issues or decisions that need their authority - **Risk if neglected:** They hear about problems from others and lose confidence #### Keep Informed (Low Power, High Interest) They care deeply but can't directly block you. Often your best advocates. - **Frequency:** Regular status updates (weekly or sprint-based) - **Format:** Team meetings, Slack channels, demo sessions - **Content:** Progress updates, feature previews, opportunities for input - **Action:** Give them a feedback channel, leverage as evangelists - **Risk if neglected:** They feel ignored, become detractors, or spread misinformation #### Monitor (Low Power, Low Interest) Minimal investment needed — but watch for changes. - **Frequency:** Quarterly or as-needed - **Format:** Broad communications (newsletters, all-hands) - **Content:** Major milestones only - **Action:** Watch for shifts — interest or power can change - **Risk if neglected:** Low, but can become noisy if surprised by changes that affect them ### Step 4: Identify Risks and Conflicts Flag stakeholders who: - Have **conflicting interests** with each other - Are **resistant** to the initiative (and why) - Have **recently changed roles** (power/interest may shift) - Are **underrepresented** in current communications --- ## Output Format ```markdown # Stakeholder Map — [Initiative Name] **Date:** [date] **PM:** [name] --- ## Stakeholder Grid ### Manage Closely (High Power, High Interest) | Stakeholder | Role | Interest Area | Communication Plan | Potential Risk | | --- | --- | --- | --- | --- | | [name] | [role] | [what they care about] | Weekly 1:1, involve in [decisions] | [risk if mismanaged] | ### Keep Satisfied (High Power, Low Interest) | Stakeholder | Role | Interest Area | Communication Plan | Escalation Trigger | | --- | --- | --- | --- | --- | | [name] | [role] | [what they care about] | Monthly summary | [when to escalate] | ### Keep Informed (Low Power, High Interest) | Stakeholder | Role | Interest Area | Communication Plan | Leverage | | --- | --- | --- | --- | --- | | [name] | [role] | [what they care about] | Sprint updates, demos | [how they can help] | ### Monitor (Low Power, Low Interest) | Stakeholder | Role | Watch For | | --- | --- | --- | | [name] | [role] | [condition that would increase their interest/power] | --- ## Conflicts and Risks | Conflict | Stakeholders Involved | Mitigation | | --- | --- | --- | | [conflict description] | [names] | [how to handle] | --- ## Communication Calendar | Cadence | Audience | Format | Owner | | --- | --- | --- | --- | | Weekly | Manage Closely group | 1:1 meetings | PM | | Bi-weekly | Keep Informed group | Sprint demo | PM + Eng Lead | | Monthly | Keep Satisfied group | Email summary | PM | | Quarterly | All stakeholders | Roadmap review | PM + Leadership | ``` --- ## Anti-Patterns | Avoid | Why | Instead | | --- | --- | --- | | Treating all stakeholders equally | Wastes time on low-impact people, under-invests in critical ones | Use the grid to prioritize | | Only mapping supporters | Resistors cause the most damage if ignored | Map everyone, especially skeptics | | Static map | People change roles, priorities shift | Review monthly | | Communicating the same way to everyone | Execs want summaries, ICs want details | Tailor format and depth | | Skipping the conflict analysis | Unaddressed conflicts escalate | Name conflicts, plan mitigation | --- ## References - Mendelow, Aubrey. "Stakeholder Mapping" (1991) - [Mind the Product: Stakeholder Management](https://www.mindtheproduct.com/stakeholder-management/)