Why Your Stakeholders
Are Always Your Foremost Priority

Highlights and Key Takeaways from GrowthLab #29

8 OCTOBER 2020

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Our community of practice is all about learning from each other and then applying these lessons and these practices to your own business cases. Targeting specific hurdles allows you to identify the issues you need to address by providing more clarity and focus on the whats, the hows, and the whys that are relevant in reaching your next level breakthrough. Referencing these hurdles has become common throughout our community potluck sessions and are central to the discussions of today’s potluck. Think about your own business case, think about the struggles you and your team are having, and see which of these hurdles best apply to you. No matter how challenging your own business cases may be and even if you might not know what to do, these hurdles can steer you in the right direction.
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Selling To The Right People

Edwin Ebreo, CEO of ExeQserve, HR Development and Management Consulting Company

Breakthrough: Figuring out how we can convince our stakeholders to buy-in to our performance management system.

Our first serving starts from 24:00 to 1:08:00.

Our next-level breakthrough is to develop a performance management (PM) system that firmly addresses the difficulties that managers have had in assessing employee performance in the work-from-home setting. A conservative estimate of our data suggests that 50% of the companies who have consulted with us have an ineffective PM system in place. We surmise that their PM system is ineffective because employees are not ‘buying into the system’ – there is not enough commitment or dedication to record and analyze the performance of employees maybe due to the lack of access to the right tools, which we have. We combine the best methods, practices, and technologies that allow for a flexible and efficient PM system, and we even customize the PM system to the needs of specific clients.

Our stakeholders consist of the entire organization, from CEO down to the lowest rank. We’ll help them set performance goals, identify barriers to performance, address those barriers through developmental interventions, coaching etc. and finally evaluate performance accurately and objectively in order to identify individuals deserving of rewards or recognition. Our foremost stakeholders are the HR departments – open the door for us to convince the CEO of the validity of our system, and we’ll do the rest. Our success has come from getting the buy-in from HR who in turn solicits the buy-in from their CEO. We basically sell to HR so that they can sell to the CEO.

The main challenge again is to figure out how we can get companies to buy-in to our system, specifically by getting the commitment of their HR departments as they will be the ones implementing the system due to their administrative role. Furthermore, we want them to endorse it to the other leaders, employees, and executives within their organization. How do we convince HR teams of the value that our PM system provides and how it can contribute greatly to their organizational performance? It is not just to reward people who perform at a high level, but to align the performance and behavior of individuals towards their company’s goals and strategies. HR teams try to do this, but they only get minimum compliance. It’s too tedious for managers or supervisors, because it takes time away from their work even though the PM system actually contributes to their work. They run individual performance evaluations that don’t empower their employees to be better. Employees need to see the value in investing in their personal growth and in building skills and experience, otherwise they will never buy-in to what we’re offering.

Post-Potluck Response: This exercise validated the pain points of HR departments – they are overwhelmed with operational work on top of strategic work. There’s a question of relevance because some of the work they’re doing is not making an impact in the organization. While I have faith in what we’re doing, my biggest fear is whether people will see this as relevant to them. The beauty lies in the eyes of the beholder – if the stakeholders dont have the right mindset, they might see our solution as relevant to them. We need to find a relevant solution to the workforce right now, such as addressing WFH teams. There’s a paradigm shift that they need to make, if we are making this solution, we need to equip HRs with the mindset not of control but of promoting growth on all levels.


You CAN Come to Us!

Dr. Primrose Dapeg, Dentist and Oral Health Care Provider.

Breakthrough: Drive patient online dental consultation in order to increase physical dental consultations.

Our second serving starts from 1:14:31 to 1:54:58.

I am a dentist and oral health care provider specializing in tooth extraction, root canal, and dental surgeries. Our next level breakthrough is to increase the number of online consultations with the hope of increasing physical appointments.

Our online consultations aren’t meant to replace physical appointments because it’s difficult to assess patients’ needs online. Patients don’t always accurately explain or describe their symptoms, and misdiagnoses are very dangerous. We see online consultations as the first step in eventually leading patients back to the clinics. We actually never meant to do online consultations but rather the online platform was meant to be a medium for scheduling appointments instead of consultations.

Typical patients are usually mothers and children – mothers tend to reach out for consultation when their children are going through dental-related pains. Patients then go to our clinic’s page online, describe their symptoms and answer some guide questions, and then we consult with them.

We have modified safety practices and we have also invested heavily on sanitation devices and routines implemented in the clinic to prevent the spread of Covid and keep our patients safe. We also have Covid questionnaires for patients in order to monitor contact tracing. There’s no need for patients to be afraid to go to the dentist because it’s safe. Our key challenge however, is that we now have fewer patients because they are still not convinced that it is safe for them to go to us.



Identifying extreme users and solving the business cases for them really helps us ideate and solve problems better. In the case of elderly people as extreme users and given their technological needs, solving for them somehow ensures that our solution would also work for other demographics.


Identifying where you are and what processes you have are important things to nail down in order to come up with a set of possible solutions and a clear direction.


Everything nowadays has a digital touch and what struck me today was the relationship between this digital touch and TRUST. It’s hard to sustain the trust you’ve built with your customers given that your engagements are mostly done online unlike the face-to-face engagements prior to Covid-19. But we need to cope up with the changes and not let it stop us from serving our customers.


Deep diving into the actual experiences and stories of our stakeholders is essential in innovation. We’re better situated and placed in their shoes to understand their needs and pains on a deeper level. It’s easier to come up with insights when we actually understand their situation and when we can relate to their experiences.


Build on empathy. Know your target stakeholders pain by asking them feedback so you may tailor-fit your current services to their needs.


Even when I thought that the stakeholders are already well-defined, it’s always helpful to step back and ask: Do I know my stakeholders? Have they changed? In what way? Have their needs, pains, and wants remained the same amidst this ever changing, fast-paced world? Where do I come in? How can I create impact in their lives? Stop and ask because it’s all worth it.



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