Getting everyone on the same page isn’t always easy. Every project has people who care about the outcome. Some shout louder than others. Some hold more power. If you don’t manage them right, even the best ideas can fall flat. That’s why figuring out who matters most, and how to deal with them, is such a big deal.
To keep a project moving forward, you have to effectively segment and prioritize stakeholders. It sounds complex, but it doesn’t have to be. When you know who to focus on, decisions come faster. Problems shrink. The noise settles. The models below can help you sort people out, without losing your mind.
Why Stakeholder Prioritization Matters
Not all stakeholders want the same thing. Some want results. Others want control. A few just want to stay informed. Treating them all the same leads to burnout. You’ll end up wasting energy on people who don’t really impact the project. Or worse, you’ll ignore someone who does.
Prioritization helps you focus your energy. You know who needs regular updates. You know who to involve in big decisions. You also learn who’s safe to leave on the sidelines. This way, you create smoother workflows and avoid last-minute surprises.
The Power-Interest Grid
This model is a classic. It’s simple but effective. Just place each stakeholder on a grid. One axis is power. The other is interest. That’s it.
Someone with high power and high interest? Keep them close. Loop them in often. They can block or boost your project. High power but low interest? Keep them satisfied. Don’t flood them with details, but show you’ve got things under control.
Stakeholders with low power but high interest still matter. Keep them informed. They often raise useful concerns. The ones with low power and low interest? Don’t ignore them entirely, but don’t spend too much time either.
The Salience Model
This one takes a slightly different approach. It looks at three things: power, legitimacy, and urgency. If someone checks all three boxes, they’re a top priority.
Let’s break it down. Power is about influence. Legitimacy is whether they have a rightful stake. Urgency means they expect action now. Some stakeholders might have power but no urgency. Others might be loud but lack legitimacy.
This model works well when your project has conflicting voices. It helps you cut through the noise and decide who really matters at the moment. It’s especially useful when resources are tight and you can’t please everyone.
The Stakeholder Onion Model
This one visualizes stakeholders in layers. At the core is your project team. Around them are key decision-makers. Beyond that, you’ve got active supporters, then passive ones.
Think of it like social circles. The closer someone is to the core, the more attention they need. This model helps you visualize distance. It’s great for planning communication strategies. Who gets daily updates? Who just needs a monthly email? You’ll know by looking at the layer they fall in.
Mapping Influence Networks
Not all power is official. Some stakeholders pull strings behind the scenes. Others influence the influencers. That’s where influence mapping comes in.
This model doesn’t rely on titles. It looks at relationships. Who listens to who? Who do others follow or respect? Sometimes, a junior employee might carry more weight than a senior one. They have the trust of the team.
Influence maps take longer to build. But once you have one, you’ll see where the real power flows. You can use this insight to win support and ease resistance without always going through formal channels.
The RACI Matrix
This model helps when roles get messy. RACI stands for Responsible, Accountable, Consulted, and Informed. You use it to assign roles for every task or decision.
It’s not just for stakeholder management, but it works well for prioritizing them too. Some stakeholders will be “Consulted” because they have valuable input. Others only need to be “Informed” once a milestone is done.
Using a RACI chart keeps things clear. It avoids confusion and reduces the chance of missed input or double work. It’s great for teams working across departments or countries.
Pick What Fits, Then Mix If Needed
No model works perfectly on its own. The best approach? Pick one that fits your project’s stage. Maybe use the Power-Interest Grid when starting out. Later, bring in the RACI Matrix to assign roles. If things get political, influence mapping might help you get unstuck.
The point is not to stick to one rigid system. Flexibility matters. What worked on your last project might not work this time. The team is different. The goals are different. The people calling the shots may have changed too.
Wrap-Up: Prioritize with Purpose
Stakeholder management isn’t just a box to tick. It’s how projects survive and thrive. When you take the time to prioritize right, things move smoother. Tension drops. Trust grows. The team focuses on what counts.
So don’t just guess who matters. Use a model. Or combine a few. Just make sure you’re not treating everyone the same. Because in reality, they’re not. And that’s okay—as long as you know who to prioritize and why.