How to Write a Personal Value Narrative for Each Key Stakeholder.
You have identified the important people in an account but your outreach to all of them sounds the same - a generic summary of what your product does.
Different stakeholders care about completely different things. A CFO cares about cost and risk. An operations lead cares about time and reliability. A user cares about whether the tool makes their day easier. When you send the same message to all of them, each person feels like you do not understand their world. A short, specific value narrative for each person changes that. It is the difference between a contact and a relationship.
Where it goes wrong
Generic messaging is easy to ignore. A budget holder who receives a product summary written for an IT user will not engage. A blocker who never hears anything relevant to their concerns stays a blocker. You lose expansion opportunities and renewal conversations because the right people never felt spoken to.
What you'll be able to do
You can write a two or three sentence value narrative for each priority stakeholder that connects your solution to what that specific person is measured on or worried about, and use it to guide every touchpoint with them.
How to do it
For each priority stakeholder, write down one thing they
For each priority stakeholder, write down one thing they are measured on and one thing that would make their life harder if your solution failed. Use their job title, any notes from calls, and what you know about their function.
Draft a two or three sentence statement that links
Draft a two or three sentence statement that links your solution to those specifics. Avoid product language. Use their language - revenue, headcount, risk, time, compliance.
Use the narrative to shape your emails, meeting agendas,
Use the narrative to shape your emails, meeting agendas, and executive briefings for that person. It is not a script to read out; it is a lens to filter your communication through.
If you do not know enough about a stakeholder
If you do not know enough about a stakeholder to write the narrative, that is a signal to ask your champion: 'What does [name] care most about this quarter?'
See the difference
The AM sends the same quarterly business review deck to the operations lead and the CFO. The deck covers product features and usage stats. The CFO skims it and does not respond. The AM assumes the CFO is not engaged.
Before the QBR, the AM writes a separate two-sentence framing for the CFO: 'Since we went live, your team has avoided roughly 40 hours of manual reconciliation per month. At renewal we want to show you how that scales if you add the second business unit.' The CFO replies the same day asking to join the call.
You can write a two or three sentence value narrative for each priority stakeholder that connects your solution to what that specific person is measured on or w
How you'll know it's working
You have got it when a stakeholder replies to your outreach with something that shows they felt understood, not just informed.
Questions people ask
How do you write a personal value narrative for each key stakeholder?
Different stakeholders care about completely different things. A CFO cares about cost and risk. You can write a two or three sentence value narrative for each priority stakeholder that connects your solution to what that specific person is measured on or worried about, and us
What is the most common mistake to avoid?
Generic messaging is easy to ignore. A budget holder who receives a product summary written for an IT user will not engage.
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