Mapping Influence: A Quick Guide to Stakeholder Analysis
From community organizing to academic research, successful projects depend on understanding who’s involved, who holds influence, and how to build alignment. Whether you’re starting a lab or launching a new collaboration, knowing how to navigate that web of relationships can make the difference between stalled progress and real momentum.
To be successful, you need to know how to navigate a complex web of advisors, collaborators, funders, and institutional priorities. Learning how to map that landscape can make your work more visible, strategic, and sustainable.
That’s where stakeholder analysis comes in. It’s a simple but powerful tool to help you understand who shapes your research environment and how to work with them effectively.
Step 1: Identify your stakeholders
Start by listing everyone who can influence your success or is affected by your work. Think about all of the different people who are involved or impacted by your work.
Within your lab or department: PI, lab mates, department chair, administrative staff
Within your institution: research office, communications team, grant administrators, reviewers
External players: funders, journal editors, collaborators at other universities, and scientific societies
Step 2: Assess their power and interest
Draw a quick 2x2 grid with “Power” on one axis and “Interest” on the other. Look at your list from Step 1 and place those folks on the grid according to their level of interest and level of influence.
High power, high interest: Your key champions (e.g., PI, program officer, collaborator on a big grant). These are the people that you need to keep informed and engage them in your work.
High power, low interest: Senior figures who may not follow your work closely but influence your environment. It’s important to stay friendly and keep these folks updated. If you need their support, find ways to engage them in your work to move them from low interest to high interest.
Low power, high interest: Peers and junior collaborators who can amplify your work through enthusiasm and networks. Continue to keep these folks informed.
Low power, low interest: Peripheral contacts; maintain light touch points.
As you go through your list of stakeholders, think about their level of engagement in your project. This will also influence your communication strategy.
Unaware: Unaware of the project
Resistant: Aware of the project yet resistant
Neutral: Aware of the project yet neither supportive nor resistant
Supportive: Aware of the project and supportive
Leading: Aware of the project and actively engaged in helping it succeed
If you discover you have stakeholders who have a lot of influence and are resistant to your work (or simply unaware), you’ll need to take action to help those individuals better understand your work. The more folks that you have actively supporting and helping you succeed, the better.
How to figure out where people fit
Remember, power isn’t limited to specific positions or seniority. If you’re unsure where to place someone, look for
Who can say yes or no to your funding, authorship, or access to resources?
Whose opinion carries weight in your lab meetings or department?
Who sets priorities for projects or decides what gets visibility?
Whose recommendation would open doors for you at the next career stage?
To gauge interest:
Who asks questions about your research or offers feedback unprompted?
Who follows up on your progress or celebrates your wins?
Who has professional goals that align with your topic, methods, or findings?
Who’s shown curiosity or enthusiasm about collaborating with you?
Step 3: Use your map to plan
Now ask: where are your relationships strong, and where could you build new connections?
Who can mentor or sponsor you into the next opportunity?
Who can you mentor? Who could you collaborate with?
Who controls resources (data, funding, equipment) that could accelerate your work?
Who should hear about your next publication or grant proposal first?
The map helps you be intentional. You’re deciding where to invest your limited time and energy for the biggest professional impact.
Step 4: Revisit regularly
Networks are always evolving. It’s important to continue to update your map as you submit grants, take on new projects, or pursue new opportunities. It’s a living snapshot of your research ecosystem.