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When project leaders lack executive sponsorship, they often experience: y y y Increased resistance from employees, including key managers in the organization Unavailability of resources to support the project Slow adoption of the change or complete rejection of the change by some parts of the organization
y y y y
So when we conclude that executive sponsorship is the number one success factor for change, the mere assignment of a senior leader as a sponsor does not constitute having effective sponsorship for your change.
My sponsor has the ability to provide the needed resources and funding for the project. My sponsor has direct control over the people and processes being impacted by this change. My sponsor has direct control over the systems and tools being impacted by this change. My sponsor is willing and able to be active and visible throughout the entire project. My sponsor will build a coalition of sponsorship with key leaders and stakeholders in the organization. My sponsor will manage resistance from other managers and remove barriers to the success of the project. My sponsor will communicate directly to employees about why this change is being made and the risk of not changing. My sponsor will implement the necessary reinforcements to sustain the change including modifications to performance objectives and performance evaluations, and rewards and recognition for employees that adopt the change. My sponsor is credible and respected by employees and managers within the organization (employees embrace the leadership of this individual). My sponsor will remain in the organization throughout the implementation of this change. Total:
* Checklist comes from Prosci's Sponsor Competency Assessment and the 2009 edition of the Best Practices in Change Management benchmarking report
2. Redefine the scope of your project to fit or align with the sponsorship you do have. Simply continuing with the project is typically not a viable option as the consequences overall will be negative to the organization and to employees, and the probability of project failure is high. If you score low on questions 4 ?8, then your sponsor will need coaching on the role of sponsorship during change. You could either have a sponsor that is willing but does not know what effective sponsorship means, or you could have a sponsor who would prefer not to be directly involved. This latter issue will be harder to overcome, but with the right information and approach, most sponsors quickly see the importance of their role and are willing to get on board. If, on the other hand, your sponsor is willing but uneducated as to the role of effective sponsorship, the project leader or change manager can directly coach and assist the sponsor in carrying out this role. If you scored low on questions 9 or 10, these situations often require special tactics for approaching the project, including careful use of a strong sponsor coalition who can carry a strong message to employees and who will be there throughout the entire project. If your sponsor is on a fixed term such as with military organizations or government agencies, you may want to consider breaking the project into phases, and focus on the phase that falls within the term limit of that sponsor.
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