One of the greatest challenges of implementing large-scale, complex change is that very often you will be confronted with multiple Sponsors. They all bring their own visions, political agendas, and "Frames of Reference" to the change. Some are stronger than others. How many of these scenarios sound familiar?
The cascade of committed Sponsors from the top down is the most critical success factor in ensuring a fast and successful implementation of any type of business change. So when your Senior Managers, Directors, and VP’s are difficult to manage, are sources of resistance themselves, or become just outright hard to pin down, progress on your change can easily slow down or completely stall out.
5 Actions to Address Weak Sponsorship
So what to do when faced with Sponsors that are either unwilling or unable to do what you need? Here are 5 actions you can take to overcome this all too common barrier to change.
Training: One of the most direct ways to confront this issue is to offer training to your Sponsors. IMA’s Executive Briefing and SponsorShop programs are change management training sessions aimed at educating your Sponsors on their role and accountabilities.
Motivation: Even for Sponsors, the motivation to implement must be stronger than the motivation to stay the same. Motivate your Sponsors by providing reinforcements that align with these expectations and by "turning the motivation dial" toward creating a situation of discomfort or pain for staying the same.
Sponsor Contracting: Contracting is the framework (the exchange of offers, wants, and needs) for the discussions you have where you ask for what you need. Contract with Sponsors for what you need from them right now, and limit your list of requests to 2-3. You will need different things from your Sponsor at various points of the change, so it makes sense to let your Sponsor know you will be back!
Performance Management: Managers are just like everyone else-- they do something because they are or were reinforced for it in some way. The new reinforcements must be aligned with getting these Sponsors to Express, Model, and Reinforce their demonstrated commitment to the change.
If you are a Change Agent faced with an imperfect Sponsor situation (and who isn’t?), the above 5 actions can provide you with the forward movement you are looking for. But it will likely require a combination of all five of these actions if you are going to get any level of acceleration. Do you have a weak Sponsor in your organization? What’s your strategy for doing something about it?