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Advising Upwards

DOI link for Advising Upwards

Advising Upwards book

A Framework for Understanding and Engaging Senior Management Stakeholders

Advising Upwards

DOI link for Advising Upwards

Advising Upwards book

A Framework for Understanding and Engaging Senior Management Stakeholders
Edited ByLynda Bourne
Edition 1st Edition
First Published 2011
eBook Published 3 March 2016
Pub. location London
Imprint Routledge
DOI https://doi.org/10.4324/9781315565798
Pages 344 pages
eBook ISBN 9781315565798
SubjectsEconomics, Finance, Business & Industry
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Bourne, L. (Ed.). (2011). Advising Upwards. London: Routledge, https://doi.org/10.4324/9781315565798

Much has been written about leadership and team building, but there are still major gaps in thinking and research about how to engage senior stakeholders in support of an organisation's projects. The central role of stakeholders in the successful delivery of organisational strategy is becoming increasingly recognised, as is the importance of developing a sponsor culture to support more collaborative practices within the organisation. Building, and managing, relationships with senior (upwards) stakeholders is essential for success. Advising Upwards brings together the ideas of experts in fields related to engaging senior stakeholders, such as risk management, decision-making, understanding cultural considerations, effective communication and other disciplines that may enhance the sustainable engagement of senior stakeholders. The starting point is an examination of the difficulties that senior managers face as they move through the ranks of an organisation from middle management to executive levels. Senior managers usually move up through the organisation on the basis of command and control management. Once in the executive ranks they must develop a more collaborative approach and adopt the principles of emotional intelligence (EQ) to succeed. Awareness of difficulties that senior stakeholders may face drives effective approaches for communication between the team and sponsors. Case studies and stories from experts illustrate practical, structured approaches that enable the teams to develop robust relationships with senior stakeholders will result in teams 'being heard', and support their 'being extraordinary' through innovative approaches to advising upwards.

TABLE OF CONTENTS

chapter |16 pages

Introduction

ByLynda Bourne

part |2 pages

Part I Advancing the Fundamentals

chapter 1|38 pages

Why is Stakeholder Relationship Management so Difficult?

ByLynda Bourne

chapter 2|30 pages

Enterprise Risk Management: Managing Uncertainty and Minimising Surprise

ByDavid Hillson

chapter 3|24 pages

Conversations that Engage: The Challenge of Advising Senior Managers

ByJürgen Oschadleus

chapter 4|28 pages

From Commander to Sponsor: Building Executive Support for Project Success

ByRandall L. Englund, Alfonso Bucero

part |2 pages

Part II The Effects of Culture

chapter 5|30 pages

How Groups Shape Information and Decisions

ByRuth Murray-Webster

chapter 6|38 pages

East Meets West: Working with a Chinese Boss

BySoon Kheng Khor

chapter 7|34 pages

The New New Confucian Communication Game: Communicating with the Nintendo® Generation

ByRobert N. Higgins V

chapter 8|26 pages

How to Train Your Manager: A Darwinian Perspective

ByS. Jonathan Whitty

part |2 pages

Part III Being Extraordinary

chapter 9|26 pages

Creative Metaphor as a Tool for Stakeholder Influence

ByArthur Shelley

chapter 10|20 pages

Intelligent Disobedience: The Art of Saying ‘No’ to Senior Managers

ByBob McGannon
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