What makes an executive sponsor GREAT?
An active and visible executive sponsor has been the number one reason for project success since 1998 (Prosci). You read that right,1998! While innovations in technology, processes, and procedures have evolved over the past 25 years, the value of an effective and committed executive sponsor has remained constant. We met with Brenda Sprite, Organizational Change Strategist with 25+ years of experience, to learn why change initiatives need a strong executive sponsor and to find out ways effective sponsors can successfully lead change.
If the biggest obstacle to success is a lack of strong executive sponsorship, why doesn’t every change initiative have one?
Sometimes the culture of the organization relies on a governance committee, which dilutes sponsorship accountability. Sometimes the person named to be the sponsor is not at the right level in the organization—either too junior or too senior. Sometimes the sponsor has never been taught how to effectively lead a change initiative.
An effective executive sponsor is one that is active and visible on a change initiative, has the power to allocate resources (i.e., dollars or people), and is not afraid to make the hard decisions needed to drive the change initiative forward.
Executive sponsors should provide these three things:
Strong leadership. We know that past behavior is the best predictor of future success. The most effective executive sponsors have accomplished positive results for similar change initiatives and have credibility across the organization.
Coalitions with peers and leaders. The executive sponsor should be able to use their credibility to excite and drive their peers and leaders to take action to support the coming change. They do this by aligning the benefits of the change with the needs of each group, by managing expectations, sharing status updates, and celebrating successes.
Effective communication. Successful change requires the engagement of individuals at all levels. The executive sponsor should be able to effectively speak about the change initiative with board members, individual employees, and everyone in between. This means that the executive sponsor can easily flex their communication style accordingly and be comfortable using different mediums to share messages (e.g., video, town hall, board of director meeting, one-on-one conversations).
Tips for change managers to support the executive sponsor:
Do your homework. If you’re an external consultant or new to the company, be sure to get a pulse on the executive. Consider asking a change management peer or the executive sponsor’s subordinates about the executive’s leadership style, preferences, successes/failures, and more. You could also consider asking the executive to reflect on their ability to successfully lead change in the past and to complete a self-assessment before you meet with them.
Schedule recurring 15-minute touchpoints. During your initial meeting with the executive sponsor, don’t assume that you and the leader share the same definition of executive sponsor or change management. Be sure to share what you’re asking of them as the executive sponsor and share the goal of change management. Ask the sponsor what they hope to see from change management to understand them on a deeper level. Brenda suggests asking the sponsor, “What is it about this change that keeps you up at night?” Their answer will give you insights into what’s in it for them from both an emotional and a career perspective. It can also help you identify what the executive stands to lose if the project fails or stands to gain if the project is a success. Establishing regular touchpoints with the sponsor where you can have these candid conversations will help you become a trusted advisor.
Show them how change management can provide value. This is where change management gets to shine! You can offer to put together talking points for a board of directors meeting or establish a change network group for individuals who will be impacted by the change. Doing these sorts of things can prove your value and build credibility with the executive sponsor.
Avoid these common mistakes:
The executive sponsor is too junior or senior
The executive sponsor isn’t a strong leader
An executive sponsor wasn’t appointed (Pro tip: a governance committee isn’t sufficient)
A final piece of advice for all change practitioners from Brenda is, “Don’t be so intimidated by the executive sponsor that you can’t build a solid relationship with them. When the sponsor realizes that you genuinely want to help them be successful, they'll be receptive to what you have to offer.”
It doesn’t matter if you’re implementing the hottest technology, have the best change methodology, or the company has stellar company culture, if a change initiative doesn’t have top-notch executive sponsorship, it’s likely to fail. The things that make a good executive sponsor are the things that make a great leader: strong leadership, ability to build coalitions with peers and subordinates, and effective communication. Change practitioners should be able to identify what makes a strong executive sponsor and offer coaching to help them succeed.
Contact ChangeStaffing to learn more about finding and supporting an executive sponsor!
A very special thank you to Brenda Sprite for her thought leadership and for collaborating with us on this blog.
Written by Kylette Harrison