The Cyber PM's Guide to Stakeholder Harmony

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Why Everyone Seems to Speak Different Languages

It often feels like everyone has unreasonable demands and conflicting priorities. The reality is simpler: each stakeholder group has different success measures, and they're all protecting their professional reputation.

IT teams get blamed when systems break or deployments fail. Legal faces regulatory penalties for compliance failures. Audit gets questioned when controls are inadequate. External partners lose clients if projects disappoint.

Understanding this changes everything. They're not being difficult. They're being careful about outcomes that matter to their roles.

The Four Languages of Cyber Projects

IT speaks "Feasibility": Can we build this securely without breaking anything? They need clear technical requirements, realistic timelines, and assurance you understand system dependencies.

Legal speaks "Liability": What could go wrong legally? They want compliance evidence, clear data handling rules, and documented approval processes.

Audit speaks "Evidence": Can we prove we followed proper procedures? They require documentation trails, approval records, and measurable security controls.

External Partners speak "Value": How does this help both our organisations succeed? They focus on shared outcomes and mutual benefits.

You don't need to become an expert in each area. You need to translate their concerns into language others understand and find solutions that address everyone's core needs.

A Framework That Works

Start every project with "Why" conversations. Before diving into requirements or timelines, get everyone aligned on the business goal. What are we trying to protect? Why does this matter to the organisation?

Create a simple stakeholder map. List each group's must-haves (non-negotiable), wants (preferred but flexible), and concerns (what keeps them awake at night). This becomes your navigation guide.

Establish who decides what upfront. Who has final say on technical design? Compliance requirements? Budget changes? Clear decision rights prevent weeks of circular discussions.

Set up regular check-ins, not just formal meetings. A quick weekly message asking "any concerns this week?" catches problems before they become crises.

Always build buffer time for reviews. Legal and compliance reviews take longer than anyone estimates. Plan for it rather than fighting it every time.

Learning Through Real Scenarios

Common situation: Legal demands extensive security documentation that IT says will delay launch by six weeks.

Ineffective approach: Get frustrated, blame Legal for being difficult, stress about the deadline.

Effective approach: "Legal, help me understand the specific compliance requirement behind this documentation. IT, what's the minimum documentation that would meet Legal's core concern whilst keeping us close to timeline?"

Often Legal needs proof of specific controls, not necessarily volumes of documentation. IT can usually provide targeted evidence much faster than comprehensive reports.

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