In addition, you have to communicate positively about the project team at every communication moment (team marketing). Explain which qualities each project team member possesses and what positive influence this has on the change that you want to realize.
Lastly, you have to communicate positively about your own role at every communication moment (I-marketing), by convincing stakeholders that you are the right person to successfully manage this change.
If trust is lacking at one of the three levels (See figure above), it will become difficult to seduce stakeholders into change. For example, if the project team is perceived as mediocre, then stakeholders will have little trust in the quality of the project and will not put much value on the output of the project team. As a consequence, communicating the advantages that your project holds for the organization will not be received well. In this case, stakeholders will not be seduced into the intended organizational or behavioral change.
The same is applicable to you as manager of the change project. If stakeholders have the perception that the project team is led by an average project manager, then they will have little trust in the project’s progress. In that case stakeholders have a negative perception, and this will foster resistance.
In other words, you will have to influence the stakeholders’ perception at all three levels in order to create trust. Relatively speaking, most consideration in this respect should be given to the project marketing because by promoting your project, you automatically promote the project team and yourself.
Interesting ideas or tips on Project-, Team-, and I-marketing? Please share your thoughts.
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