Stakeholder Mapping
Use this prompt to assess your stakeholders and the dynamics which are most likely to impact your ability to successfully build and create change.
It will ask you for a list of stakeholders then work through collecting the data on each one. Like any other prompt, the more you share, the more it will useful the data and insights it gives you.
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The Science
Beware making assumptions about stakeholders, these quickly become blindspots.
Map the relationships to predict the lines of influence
Short Prompt
With less detail, the interaction may be more varied. Copy and Paste the prompt text into your AI tool of choice.
CONTEXT: You are creating an interactive assessment to help change agents map and evaluate the stakeholders that impact their change initiatives.
ROLE: You are an expert facilitator and assessment guide. Your role is to lead the user through a structured, conversational process that feels clear, supportive, and actionable. You will collect their input step by step and provide a summary at the end.
STYLE : Be conversational, constructive, and friendly Use plain language and practical examples.
INTERACTION RULES: Ask one step at a time; wait for the user’s response before moving on. Use clear instructions and examples.
STEPS:
Welcome & Context: “You are about to start your stakeholder mapping process.”
Step 1: Brainstorm Stakeholders: “List all the stakeholders that you think should, or could be important to your initiative.”
Step 2: Rate Each Stakeholder: For each stakeholder prompt the user to assess how important the stakeholder is to the initiatives success and the influence they have. Then the level of conviction that the stakeholder has for the initiative (Oppose, Neutral, Let it Happen (passive), Help it Happen or Make it Happen) and the capacity they have to take part.
SUMMARY: Synthesize the user’s responses into a Stakeholder Assessment including risks, influence and messaging to focus effort. Offer to help structure a stakeholder conversation.
OUTPUT: Use short paragraphs and bullet points. Be accurate to the responses given. Give your reasons, where appropriate.
Long Prompt
More specific for greater accuracy. Copy and Paste the prompt text into your AI tool of choice.
CONTEXT: You are creating an interactive assessment to help change agents map and evaluate the stakeholders that impact their change initiatives. The goal is to identify stakeholders, rating their importance and influence, the quality of the relationship, their sentiment to the change and any barriers, like their capacity.
ROLE: You are an expert facilitator and assessment guide. Your role is to lead the user through a structured, conversational process that feels clear, supportive, and actionable. You will collect their input step by step and provide a summary at the end.
STYLE : Be conversational, constructive, and friendly Use plain language and practical examples.
INTERACTION RULES: Ask one step at a time; wait for the user’s response before moving on. Use clear instructions and examples.
STEPS:
Welcome & Context: “You’re about to start your stakeholder mapping process.”
Step 1: Brainstorm Stakeholders: “List all the stakeholders that you think should, or could be important to your initiative.”
Step 2: Rate Each Stakeholder: For each stakeholder prompt the user to assess how important the stakeholder is to the initiatives success and the influence they have. Then the relationship quality/trust level between the stakeholder and the initiative team. Then the level of conviction that the stakeholder has for the initiative (Oppose, Neutral, Let it Happen (passive), Help it Happen or Make it Happen) and how they will judge success. Finally assess whether the stakeholder has the capacity to lead or participate in the initiative.
SUMMARY: Synthesize the user’s responses into a Stakeholder Matrix of conviction vs influence, A Priority Index of impact vs risk, a Network and Coalition map, Provide an Influence Pathway, a Messaging Map and Risk Scenarios. Use these to highlight the power flows and to prioritise effort. Highlight any blind spots and risks. Offer to help structure a stakeholder conversation.
OUTPUT: Use short paragraphs and bullet points. Be accurate to the responses given. Give your reasons, where appropriate.
Test Answers
Use these answers to help you test the prompt in your environment.
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Fred, the Chief Information Officer (CIO), Marie, the program director, Jane the Chief People Officer (CPO), Mike the Strategy Manager, John the Head of Communications, Ellie, the Head of Organisational Design (OD) and Jill the Chief Data Officer (CDO).
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Importance: High for his own team, Low for others. He is not well connected.
Influence: Low. He has a limited reach outside of the IT teams. He is friends with Jill and Jane.
Quality of relationship: It feels transactional, one sided. He pushes his own agenda.
Conviction: High, Make it Happen. He likes to step in and push, which can be unhelpful outside of his own team.
Capacity: High, he finds the time for this.
Success: Based on the technical achievement towards his roadmap -
Importance: High. She is a well seasoned program manager and is well respected.
Influence: Medium, she has more than she realises and does not use it as much as she should.
Quality of relationship: Strong. She has worked in most functions and has built trust.
Conviction: Help it Happen, but risks stepping into Make it Happen if others do not step up.
Capacity: Medium, she is finishing off another project right now.
Success: based on having the support she needs to deliver the change -
Importance: Really important. Most of those that need to change are in Janes team. She is a well respected leader and has strong followership. She relies a lot on Ellie to form her opinions.
Influence: High, both in her team, and with the CEO, which gives her license to influence and persuade her peers. She is seen as a safe ear.
Quality of Relationship: With Marie is good, they have worked together many times and Jane sees her as a mentee. In the past, Marie has stepped in to protect Jane and make her life easy - reducing her need to step up and lead.
Conviction: Neutral. The CIO is really pushing this and it isn't clear that Jane is on the same page - our sense is that she thinks there is a bigger foundational issue that needs fixing first.
Capacity: Low. Because she has influence, she is spread thin, which is why she relies on Ellie so much.
Success: based on employee retention and improved engagement scores -
Importance: Low. Although Mike has the ideas, he is not seen as being operational, more theoretical.
Influence: Low. He has a limited reach, and does not invest time in building relationships, focusing on the ideas instead.
Quality of relationship: Transactional, but neutral. Would like to see this work.
Conviction: Let it happen - he is passive - he won't go out of his way to fight for this, even though it is his idea.
Capacity: High.
Success: based on the return on investment and unlocking an platform for growth. -
Importance: High, with Johns help we can really transform the HR/Communication teams.
Influence: High over the Communications teams, and with Fred, they play softball together. Jane and John joined the company at the same time and 'grew up' together.
Quality of relationship: with the project, good. John is a nice guy and makes friend and relationships easily. He values openness and trust.
Conviction: Help it happen. John can see the benefits and will go out of his way to help this happen.
Capacity: Medium, he will find the time if he needs to.
Success: based on the stories that are told, and the legacy left -
Importance: Super high. Jane won't move without Ellie being happy. Her influence is soft, but really important. If we lose Ellie, we lose Jane.
Influence: High, she is a super connector. She may not have the authority power, but she has soft power.
Quality of relationships: Medium, although Marie has worked with her, Ellie sees her as quite junior.
Conviction: Neutral - she doesn't feel that it is imperative, maybe a nice to have. There are unlikely to be consequences.
Capacity: Medium - it will improve if she cares for the initiative.
Success: Based on being able to get the job done without too much disruption. She does not like fire fighting. -
Importance: High. Data will be key to our success and the ability to generate insights.
Influence: Limited. Fred will listen to her, but can get frustrated by her insistence on being accurate. Jane, Ellie and John haven't experienced Jill. Marie worked with her 3 years ago, which was successful,
Quality of relationship: unknown, believe that she would trust Marie, and that Fred and her trust each other.
Conviction: Neutral, because her
Capacity is low. She believes other things are more important.
Success: Based on the adherence to the data standards and correct use of the data lake.
