Building a Power Map
Select a step below to get started!
Step 3: Assess Advocacy
Step 5: Step Back and Reflect
Step 4: Note the Relationship
Step 2: Map Their Authority
Step 1: Identify the Players
Step 1: Identify the Players
Select the icons below to learn more.
Participant Guide
What actions do I take?
Next step
Step 2: Map Their Authority
Select the icons below to learn more.
Participant Guide
What actions do I take?
Next step
Step 3: Assess Advocacy
Select the icons below to learn more.
Participant Guide
What actions do I take?
Next step
Step 4: Note the Relationship
Select the icons below to learn more.
Participant Guide
What actions do I take?
Next step
Step 5: Step Back and Reflect
Select the icons below to learn more.
Participant Guide
What actions do I take?
Start over
What actions do I take at this step?
Consider the quality of your current relationship with each contact. Strong ties may accelerate progress, while weak ties may need to be strengthened before Joint Business Planning can move forward.
Pro Tip: Sometimes the weakest relationships are with the people who matter most. Close those gaps early.
Participant Guide
In your Participant Guide, write down the names and titles of everyone you can think of at one of your accounts, preferably the same account you used in the BMC exercise. Then, take time to research who might be missing from your list to build a more complete picture.
What actions do I take at this step?
List out the entire leadership structure at your customer's organization. Even the people you don't know or communicate with. Don't just include the executive roles. Mid-level managers or specialists often hold key influence. Also, people change roles. You never know who may change positions and be your next main contact!
What actions do I take at this step?
Evaluate how each contact feels about Michelin. Classify them as:
- Advocates: Supportive, likely to speak positively about Michelin.
- Neutral: Neither strongly supportive nor resistant.
- Detractors: Resistant, may push back on Michelin's involvement.
Pro Tip: Advocacy can shift over time. Today's neutral person could become tomorrow's advocate if you build the right relationship.
What actions do I take at this step?
Review your power map as a whole. Look for gaps in authority, advocacy, or relationships. Pay special attention to people who aren't directly tied to your current work, as they may become important later. Considering how to build those connections now will position you for future success.
Participant Guide
In your Participant Guide, write down one action item you will take based on the Power Map you created for this account. And don't forget to update your contact records in Salesforce.com with your work!
Participant Guide
In your Participant Guide, highlight where your relationships are strongest, and use a different color to identify those that need more attention.
Participant Guide
In your Participant Guide, assign a role to each contact you listed in the last step. Remember, people can play more than one role and your map won't be perfect!
Participant Guide
Mark each person in your map as an advocate, neutral, or detractor in your Participant Guide.
What actions do I take at this step?
Mark each contact's level of decision-making authority. Here, you will distinguish between:
- Decision makers: Those with the power to approve or reject.
- Influencers: People who shape decisions behind the scenes.
- Champions: The people who actively advocate for Michelin's solutions.
Pro Tip: People can play more than one role, and your map won't be perfect. Take your best guess with what you know today. The goal is to spot gaps, not to get it "right."
Building a Power Map
Kathy LaMee
Created on October 7, 2025
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Transcript
Building a Power Map
Select a step below to get started!
Step 3: Assess Advocacy
Step 5: Step Back and Reflect
Step 4: Note the Relationship
Step 2: Map Their Authority
Step 1: Identify the Players
Step 1: Identify the Players
Select the icons below to learn more.
Participant Guide
What actions do I take?
Next step
Step 2: Map Their Authority
Select the icons below to learn more.
Participant Guide
What actions do I take?
Next step
Step 3: Assess Advocacy
Select the icons below to learn more.
Participant Guide
What actions do I take?
Next step
Step 4: Note the Relationship
Select the icons below to learn more.
Participant Guide
What actions do I take?
Next step
Step 5: Step Back and Reflect
Select the icons below to learn more.
Participant Guide
What actions do I take?
Start over
What actions do I take at this step?
Consider the quality of your current relationship with each contact. Strong ties may accelerate progress, while weak ties may need to be strengthened before Joint Business Planning can move forward.
Pro Tip: Sometimes the weakest relationships are with the people who matter most. Close those gaps early.
Participant Guide
In your Participant Guide, write down the names and titles of everyone you can think of at one of your accounts, preferably the same account you used in the BMC exercise. Then, take time to research who might be missing from your list to build a more complete picture.
What actions do I take at this step?
List out the entire leadership structure at your customer's organization. Even the people you don't know or communicate with. Don't just include the executive roles. Mid-level managers or specialists often hold key influence. Also, people change roles. You never know who may change positions and be your next main contact!
What actions do I take at this step?
Evaluate how each contact feels about Michelin. Classify them as:
Pro Tip: Advocacy can shift over time. Today's neutral person could become tomorrow's advocate if you build the right relationship.
What actions do I take at this step?
Review your power map as a whole. Look for gaps in authority, advocacy, or relationships. Pay special attention to people who aren't directly tied to your current work, as they may become important later. Considering how to build those connections now will position you for future success.
Participant Guide
In your Participant Guide, write down one action item you will take based on the Power Map you created for this account. And don't forget to update your contact records in Salesforce.com with your work!
Participant Guide
In your Participant Guide, highlight where your relationships are strongest, and use a different color to identify those that need more attention.
Participant Guide
In your Participant Guide, assign a role to each contact you listed in the last step. Remember, people can play more than one role and your map won't be perfect!
Participant Guide
Mark each person in your map as an advocate, neutral, or detractor in your Participant Guide.
What actions do I take at this step?
Mark each contact's level of decision-making authority. Here, you will distinguish between:
Pro Tip: People can play more than one role, and your map won't be perfect. Take your best guess with what you know today. The goal is to spot gaps, not to get it "right."