There can be no misunderstanding about what a demanding subject expects from a project, programme or initiative to deliver a product to be successful. Project, program and product managers often make mistakes early in their careers when working with demanding actors. When interacting with demanding stakeholders, it is necessary to start by setting limits on the scope, scope and duration of potential improvements. Finally, fully support demanding stakeholders in all change management efforts needed to review the scope, scope and duration of potential improvements. Critical stakeholders are also often effective communicators who can express their needs with a minimum of words. For those of us who have successfully completed various projects, programmes or product delivery initiatives, we know that such an equally representative stakeholder model is virtually non-existent. Projects need more complex stakeholders than just a project manager. Really demanding stakeholders are often very different from traditional stakeholders. By using these skills, demanding stakeholders can easily align their ideas for improvement with the organization’s strategy. One of the most effective ways to work with demanding stakeholders is to become demanding stakeholders yourself. Thus, the demanding stakeholder – the one with the greatest interest in achieving real results – becomes a key factor in real success. To expand your business or technical knowledge, put yourself in the shoes of a demanding stakeholder. At first glance, the scope and scale of the needs of a demanding stakeholder may seem daunting. With the right connections, they are often one of the most valuable assets for successful projects, programs and products.