Visual map · Work with the people who matter
Work with the people who matter: 5 figures.
Map stakeholders, keep a sponsor engaged and make sure everyone knows what is happening.
In this topic: Stakeholder Mapping: Who Can Make or Break Your Project · How to Keep an Executive Sponsor Engaged (Without Nagging)
Oct 19, 2026 · 3 figures
Stakeholder Mapping: Who Can Make or Break Your Project
People who pay, approve or sponsor the project
People who use the result every day
The team and the people who supply the team
Suppliers, contractors and vendors
Authorities and regulatorsPermits, inspections, taxes, environmental or safety bodies.
The community and neighbors
Partners, lenders and investors
Anyone who would lose something if the project succeeds
High power, low interestKeep satisfiedA senior executive or a regulator. Give them concise updates and no surprises.
High power, high interestManage closelyThe sponsor, the main client, the authority issuing a critical permit. Frequent, personal engagement.
Low power, low interestMonitorDo not ignore them, but do not spend time on them. Watch for changes in their position.
Low power, high interestKeep informedEnd users or neighbors. Communicate openly, listen and use their knowledge.
Across: interest, how much they care. Up: power, how much they can affect the project.
Unaware
Resistant
Neutral
Supportive
Actively leading
Oct 19, 2026 · 2 figures
How to Keep an Executive Sponsor Engaged (Without Nagging)
TimeHow much time the sponsor can realistically give, for example fifteen minutes a week and a quarterly review.
Decisions they ownBudget changes above a threshold, scope changes, go or no-go at phase gates.
Escalation rulesWhat kinds of issues you will bring to them immediately and what you will handle yourself.
RhythmHow often you will update them, in what format and on what day.
Stand-inWho decides when the sponsor is unavailable, so that no decision waits for a flight to land.
Status in one lineA color and a sentence on why.
Three numbersProgress, budget and one number that matters for this project, each with a trend.
Top risks and issuesNo more than three, each with an owner and a next step.
Decisions neededEach with the options, your recommendation and the date it is needed.
Next milestoneWhat happens next and when.
Next step
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