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Change Sponsors have the power to legitimize change because they control resources and can apply consequences important to the targets of change.
The difference between an advocate of change and a Change Sponsor is a question of power.
Change sponsors are typically easy to find, but difficult to keep.
Unlike a bright flash of lightning, you don't want sponsors who make a big splash at the beginning of the change initiatives and are not heard from again.
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A compelling business case is typically sufficient to enroll the support of many senior executives willing to act as sponsors. Nearly all executives want to be perceived as being supportive of exciting new ideas for improving organizational performance and they are under pressure to keeping improving results.
The problem is not in getting sponsorship to set the forces of change moving. Sponsors' control over consequences such as hiring, firing, compensation, and job assignments gives them tremendous power over organizational members. Support from powerful sponsors can provide a rousing launch to a change initiative. The challenge with change sponsors, and a primary reason change initiatives fail, is failure to maintain effective sponsorship.
One old adage to keep in mind when you're thinking about sustaining the efforts of Change Sponsors is: "Don't put all your eggs in one basket!" There are no rules about the number of sponsors needed for any given type of change initiative. Its generally not a good idea to have only one sponsor - even if it is the CEO. If the change initiative is quite large, will take a long time to implement, and involves many different areas of the organization, the CEO should definitely be one of the sponsors, but also include at least one sponsor from each area of the organization that contains Change Targets.
Its a good idea to establish a network of cascading sponsors that extends from the CEO to one or two organizational levels below, encompassing the area of the organization affected by the change initiatives. In this fashion, you can concentrate on the most senior executive sponsors and rely more on them to "keep the pressure" on the others.
Keep in mind that because Change Sponsors are typically very busy executives, they don't want to get the feeling they're wasting their time repeating the same things about the change initiatives over and over again. The previous change key we discussed, "Linking Change Agents and Sponsors," is also important to sustaining sponsorship. If Change Sponsors understand why requests for their assistance is important and is focused on issues that are important right now, they will be more willing to help. Just as executives want to be associated with a success change initiative that helps improve company performance, they don't want to be part of a failure. So don't be surprised to sponsors have no time to keep repeating the same messages - especially if they aren't having the desired impact. Forging a strong linkage between Change Sponsors and targets through a network of Change Agents is important to sustaining sponsorship.
Here are some additional ideas to sustain
sponsorship support:
- The first is to create
opportunities for some "quick wins" early in the implementation process to
prove the value of the change initiatives. Build this into the
implementation plan even if it slightly delays the overall project.
After the implementation "kick-off" sponsors need good news to reinforce
their own belief in the value of the changes and to talk about with other
sponsors. These early success also provide opportunity for small
"celebrations" that serve as positive reinforcement to create greater
motivation to sustain the efforts of all participants.
- Second, keep sponsors
informed and involved with the change initiatives by meeting with them
regularly and involving them in decision making. No matter how well
planned change initiatives might be, unexpected problems are going to
occur. Keeping sponsors out of the decision making process can lead
to disaster. Keep sponsors involved through the good and the bad -
just make sure there is a steady stream of milestones and triumphs to give
reason for celebration.
- Third, consider using Sponsorship Contracts. In certain situations, we have developed documentation describing exactly what is expected of sponsors, following a meeting at which these issues were discussed. These documents sometimes come in handy months later, as a way of reminding certain sponsors what they agreed to provide.
As for other considerations, you should seek sponsors with significant public profiles, who possess sensitivity, are prepared to use consequences, and have the persistence necessary to see the change initiatives through. Its always a good idea to select sponsors who have "skin in the game." That's another way of saying that it makes sense to select sponsors who have something important to personally gain or lose depending on the success of the change initiatives.
Key #5
Sustaining Change Sponsorship
