It might be a cliché, but sometimes it really is who you know – or more precisely, it’s knowing who matters to your practice (and why you really need them)
Running a GP practice smoothly relies on understanding who matters, why they matter and how best to work with them. Partners, staff, patients, commissioners and suppliers all come with different priorities – and different ideas about how things should run. Stakeholder mapping is a simple yet powerful tool that helps practice managers identify key groups, assess their influence and prioritise communication. While it might seem obvious on the surface who has influence in what area, the results can sometimes surprise you.
GP practices interact with a wide range of stakeholders. Each group has different levels of influence, expectations, and needs. Without a clear picture of who matters where, communication can be inconsistent, decisions may face resistance and important relationships can become strained. Stakeholder mapping provides a structured way to understand these dynamics, ensuring you focus energy where it matters most.
Step 1: Identify Your Stakeholders
Start by listing all the individuals, groups and organisations that affect or are affected by your practice. Think both internal and external. Your list should include GPs, nurses, administrative staff, practice partners, patients, local Clinical Commissioning Groups (CCGs), suppliers and community health organisations. At this stage, don’t worry about ranking them – just capture a comprehensive list.
Step 2: Assess Influence and Interest
Next, consider two key dimensions for each stakeholder: their level of influence over decisions and their interest in practice outcomes. For example, practice partners may have high influence and high interest, while local suppliers may have lower influence but moderate interest. Using a simple grid can help visualise this, highlighting which stakeholders need regular engagement and which require less frequent updates.
Step 3: Prioritise Communication and Engagement
Focus your time and resources on those with the most influence and interest. Regular updates, consultation sessions and personalised communications can ensure they feel informed and involved. For groups with lower influence, make sure they are kept in the loop with key information without overwhelming them with every minor update.
Practices evolve constantly, and so do stakeholder relationships. Make stakeholder mapping a living document, reviewing it periodically and adjusting your strategies as roles, interests, or influence shift. Start small – for example, map the stakeholders for a new service rollout or a practice refurbishment project before expanding to wider operations. This allows you and your team to learn the process and refine your approach.
Even if you’re confident, a structured mapping exercise often reveals surprises. Some stakeholders you assumed were minor may actually have significant influence, and vice versa. Taking the time to map them out ensures no voices are overlooked, keeps communication clear, and helps your practice run more smoothly.
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