The Field  /  03
Field · 03

Stakeholder Map

Map every person who can accelerate, influence, or block this deal. Select a quadrant to understand the engagement strategy for that type of stakeholder.

Keep Satisfied High Power · Low Interest Manage Closely High Power · High Interest Monitor Low Power · Low Interest Keep Informed Low Power · High Interest Power High Low Interest Low High

Select a quadrant to begin

Quadrants
03
Stakeholder Map
The deal you lose is rarely lost to the person you were talking to.
Select any quadrant on the map to start placing stakeholders. Work through all four quadrants to build a complete picture of who holds power, who cares, and how to engage each type.

Free to use. Export requires email.

Engagement Overview

Summarise the stakeholder landscape for this deal. Who is your strongest champion? Where is the biggest risk? What conversation are you not having yet?

On mapping the room

Most commercial failures in complex sales are not about the product. They are about people. Every significant B2B purchase involves a network of individuals with different levels of influence, different personal stakes, and different reasons to say yes or no. The Stakeholder Map makes that network visible before you need to navigate it under pressure.

The power/interest grid is deceptively simple. Power is the ability to accelerate, block, or reverse a decision. Interest is personal investment in the outcome. The four quadrants are not categories for filing people away. They are engagement strategies. A high-power, low-interest stakeholder left unmanaged becomes a silent blocker. A low-power, high-interest stakeholder nurtured well becomes an internal champion who sells on your behalf when you are not in the room.

The most useful thing this canvas produces is not the placement of people you already know. It is the gaps. The empty quadrant. The quadrant with a company name but no individual. The "Manage Closely" box with a single entry. A deal with one champion is fragile. A deal where the blockers have not been identified is dangerous. Map early, update after every significant conversation, and treat the gaps as the agenda for the next one.