What to look for in your Executive Sponsor?

The significance of an Executive Sponsor in driving successful change programs is ever-increasing. We can assume you’re aware of this and want to know more…

Choosing the right person for this role is crucial for ensuring the success of any change initiative. Therefore, you may be wondering how your organisation can do this. This article will explain how, so hold on tight.

An executive sponsor’s involvement is crucial for driving change, providing authority, and ensuring that the project aligns with broader business objectives​​.

Typically, an Executive Sponsor is a C-suite executive responsible for managing a business unit and meeting project deadlines. However, their ability to command respect, motivate, and leverage the capabilities of stakeholders across the organisation is far more important than their position within the reporting structure.  That is why they are a perfect fit for this role.

To further this point let’s take a deeper look at what an Executive Sponsor should focus on to be effective and promote the change programme:

1. Set and Communicate a Clear Vision: Articulate a simple vision for the transition that aligns with the company’s overall strategy.
2. Secure Commitment from Senior and Line Management: Ensure senior leaders and managers are engaged and actively participate in the transition, as employees look up to them for guidance and as a reliable resource.
3. Champion the Change: Promote the change’s importance, maintain a sense of urgency, and prioritise the initiative.
4. Address Resistance: Identify and confront individuals or groups obstructing the transition, clearing the path for success.
5. Model New Behaviours: Demonstrate the new habits and behaviours expected from the change, serving as an authentic role model.
6. Communicate Consistently: Use various media to maintain open, two-way communication about the transition, actively listening and incorporating feedback.
7. Mentor and Coach Leaders: Provide guidance and support to management, fostering a solid alliance of leaders who advocate for change.
8. Ensure Adequate Resources: Secure funding and resources for training and tools necessary to implement the change effectively.
9. Align Compensation and Rewards: Adjust the company’s compensation and rewards programs to recognise and incentivise behaviours that support the change.
10. Maintain Strategic Alignment: Ensure the change program aligns with other organisational initiatives and the overall strategic objectives.

 

The primary obstacle to progress is often the lack of practical support from corporate sponsors and senior leaders. This is what we need to change to enable the smoothest process.

 

How to become an Executive Sponsor

To become an effective Executive Sponsor, one must first build a strong track record of leadership and project success within the organisation.

Demonstrating a deep understanding of the business, strategic thinking, and the ability to navigate complex organisational structures is crucial.

Aspiring Executive Sponsors should focus on developing their communication skills, as clearly articulating vision and goals is a key aspect of the role.

Building strong relationships across departments and showing a commitment to the company’s values and culture are also vital.

Additionally, gaining experience in managing cross-functional teams and leading significant projects can showcase your ability to drive initiatives and gain the respect of stakeholders at all levels.

 

What you don’t want in an Executive Sponsor

While the right Executive Sponsor can significantly enhance the success of a change initiative, the wrong choice can lead to significant setbacks.

When making this decision, you must avoid selecting individuals who lack enthusiasm or commitment to the change programme. Their disinterest can permeate the rest of the team and undermine morale. It’s also important to steer clear of poor communicators or those who struggle with transparency.

An Executive Sponsor must be able to convey the initiative’s vision and progress clearly.

Additionally, avoid appointing someone who is not well-respected or lacks influence within the organisation, as they may struggle to rally support and drive the change.

Lastly, beware of choosing sponsors who are already overcommitted or may lack the time to dedicate to the initiative. This may mean their inattention can lead to missed deadlines and objectives.

 

Inactive or invisible sponsors, those who are not positioned at the right level, or those who lack alignment with other leaders, create resistance and slow progress toward achieving the desired outcomes.

Effective sponsorship and leadership are essential for overcoming these challenges and driving successful change initiatives.

If you want to know more about Executive Sponsors, please do not hesitate to schedule a call with us by pressing the green ‘CONTACT’ button to the right of the screen.