A common issue we often discuss in the classroom concerns is the difficulties change practitioners face when working with sponsors who are not active and visible or who are not fulfilling their ABC’s. Knowing how to approach these sponsors while maintaining rapport is a key factor in ensuring the success of the change initiative.   

Before we start to consider how to approach the sponsor, we need to understand, what are the ABCs? They are the three roles we expect sponsor to fulfil during times of change. They are: 

• Active and Visible Sponsorship  
• Building Coalitions 
• Communicating Directly  

Active and Visible Sponsorship is identified as the number one contributor to change success in all of the Best Practices research, however, the ‘B’ and the ‘C’ are also important to achieve. 

To approach our sponsor who is not fulfilling their role, we need to understand where they are on their own individual ADKAR journey. For many sponsors, taking on the role of being a good sponsor of change is a change initiative in and of itself. By approaching this as a change for the sponsor we can identify tactics to help support the sponsor in their role at each stage of ADKAR and help them become an active and visible sponsor. 

A . D .  K . A . R 

Awareness 

Is the sponsor aware of the importance of their role in change success?  

Often sponsors do not understand their critical role and the subsequent responsibilities of that role in the success of a change. According to Prosci’s research, 52% of sponsors have little to no understanding of their role. 

Ineffective Sponsor Role Fulfillment: 

Often our sponsors are busy, as they generally fulfil leadership roles as well. The challenge we need to overcome, to raise awareness of the need for active and visible sponsorship, is finding time in their schedule to talk about change management. If you are in-person, handing them some of Prosci’s research whilst they are on their way to a meeting might be a way to start getting their attention. You can be persistent here, catching them later in the week and asking them if they have had a chance to read the research and what they thought about it. You could even have another printout ready to hand to them if they say no.  

Another consideration you might make is utilising other leadership sponsors who do understand their role in change management by asking them to influence your sponsor. Leveraging another peer sponsor or influencer to talk to your sponsor and demonstrate support for change management can help to create buy-in and sometimes a little competition between sponsors, if done well. 

Desire 

Is good sponsorship a priority for them?  

Once you have raised their awareness of the importance of active and visible sponsorship of change you will need to gauge their desire for fulfilling their role as sponsor. Here, open questions to your sponsor are key. Open out the discussion to get an understanding of what they want and what is important to them. Use their responses to show them how they can get what they want if they engage in being an active sponsor of change. 

Knowledge 

Does your sponsor know how to perform their role?  

If they have never been asked to formally sponsor a change before, or are new to change management, your sponsor may be unaware of what you need them to do. Prosci has a few ways you can help to increase your sponsor’s knowledge about their role, and these include:  

• The Project Change Triangle (PCT) 
• Sponsor Assessment 
• Sponsor Specific Training 

First is the Project Change Triangle (PCT). The PCT considers Success, Leadership and Sponsorship, Project Management and Change Management as contributing to the success of a project. When considering Leadership and Sponsorship there are 10 factors against which success is measured. Some of these factors include ensuring the sponsor can clearly explain the nature of the change and the organisation has a clearly defined vision for the change. For some sponsors making them aware of the PCT and these 10 factors is enough to elicit the action you need them to take whilst helping them understand their role in change better. 

For others they may need a little more help. This is where the Sponsor Assessment comes in. The sponsor assessment takes 20 factors that measure the sponsor’s behaviour on previous changes they have been involved with in relation to the ABCs. The assessment specifically identifies actions the sponsor should be taking, for example, was accessible to the project team; ensured that other managers were accessible as well, held direct, face-to-face meetings with front-line supervisors to explain “what, why and how” and, linked key performance indicators and financial objectives to the change. 

Finally, you may want to consider sponsor training. Prosci’s Sponsor Briefing clarifies the sponsor’s role during change, providing easy-to-use frameworks, and building a critical connection between effective change management and business results, whilst also building a natural coalition with those other sponsors who attend training and helping them understand their role in being a sponsor of change. 

 Ability 

Are they able to put that new knowledge into action?  

Seeking out opportunities for them to start practicing what they have learnt is the next step. Make sure to plan activities into their diaries so they are well prepared and have regular opportunities to engage with the change. Maybe agree to have a regular 30 minute catch up to report back on how they are doing and get feedback from them. 

Another barrier to ability can be that they are saturated with sponsorship work already. Here you have 2 options, the first is to weave their sponsorship activities into work they are already doing or can do with relatively little additional effort. The second is you might need to consider whether they are the best person to be the primary sponsor for this initiative, or whether another member of the sponsor coalition can pick up the role. 

Before jumping to either of these options above, remember to consider the research, even a moderately effective sponsor is twice as likely to lead the project to achieving its objectives than a very ineffective sponsor. Therefore, even regular, small activities which leads to moderate effectiveness is better than nothing. Also, sponsors leaving their projects can be extremely damaging. Prosci’s research shows that when a sponsor did leave a project 72% of projects partially or completely failed to meet their objectives, 73% were behind schedule and 53% were over budget. Replacing your sponsor should be done with caution and as a last resort. 

Reinforcement 

Are the efforts they are making being recognised?  

Each time the sponsor goes out of their way to fulfil one of the ABCs make sure to thank them. This is a great way to reinforce that their new behaviour is what you need from them. It is even better if you can get others who have been impacted to thank them also.  

Even better than thanking them is showing the benefit of their behaviours by gathering feedback from impacted employees. This can include direct feedback about the sponsor’s actions, but also feedback about the change itself and how it is landing. Once you progress past go live, you can also demonstrate the adoption rates of the new way of working and when reviewing lessons learned, sponsorship effectiveness can also be highlighted, supporting the likelihood that your sponsor will be willing to support change management work again in the future.   

How can I learn more? 

Become equipped to support and guide your sponsors during change. Take the next step and become a Prosci certified change practitioner! Find out more. 
 

We can also organise training, privately for your organisation. If you're interested in empowering you teams to lead your organisation through change, get in touch!