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Agenda Why sponsors are important Sponsor roles Sponsor mistakes Sponsor Assessment Diagram

Why are sponsors so important? In each of Prosci’s eight benchmarking studies, participants identified the # 1 contributor to success: 1998: #1 contributor – Active and visible sponsorship 2000: #1 contributor – Active and visible sponsorship 2003: #1 contributor – Active and visible sponsorship 2005: #1 contributor – Active and visible sponsorship 2007: #1 contributor – Active and visible sponsorship 2009: #1 contributor – Active and visible sponsorship 2011: #1 contributor – Active and visible sponsorship 2013: #1 contributor – Active and visible sponsorship

Authority and Credibility Employees look to senior leaders for messages (both spoken and unspoken) about the project’s importance and the organization’s commitment to the change

3 Primary Roles of Sponsors Participate actively and visibly throughout the project Build a coalition of sponsorship and manage resistance Communicate directly with employees p. 112 * From Prosci’s 2014 Best Practices in Change Management benchmarking report

1. Participate actively and visibly Sponsorship is more than signing the check and “kicking the initiative out the door” Examples include: Set expectations and establish clear objectives for the project Hold the team accountable for results Attend frequent project review meetings and actively review progress

2. Build a coalition The coalition is not just an organizational chart The coalition is based on ‘who is being impacted’ Bottom’s up approach!

3. Communicate directly Participants identified senior business leaders as the preferred senders of messages about the business reasons for the change

Do sponsors understand their role? According to study data, 58% of sponsors did not have an adequate understanding of their role!

Biggest sponsor mistakes Failed to remain visible and engaged throughout the project Failed to demonstrate support for the project in words and actions “Was involved only at the beginning – announced the change and then walked away.” “Did not actively participate.” “Assumed the change was obvious, rational and logical, and therefore did not require any direct support.” “Did not empower the team” * From the 2014 Best Practices in Change Management benchmarking report

Biggest sponsor mistakes Failed to effectively communicate messages about the need for change Ignored the people side of change Delegated or abdicated the sponsorship role and responsibilities “Did not articulate the change or the business benefits.” “Assumed the initiative will sell itself because it’s a good solution.” “Delegated the leadership/sponsorship to a subordinate or the project manager.” * From the 2014 Best Practices in Change Management benchmarking report

Where are sponsors involved? Communication plan Sponsor roadmap Coaching plan Training plan Resistance management plan A project or change management team member can develop the plans, but senior leaders must carry out the activities of sponsorship

Why sponsors struggle with ‘managing change’ They don’t understand their role Benchmarking data suggests less than half have a good understanding of their role in leading change They think they can tell people to just change They live in the future state Most change management challenges are tied to the current state Current state Transition Future

Developing a Sponsor Assessment Diagram This chart will be a strong predictor of success or failure for your change.

Step 1. Identify Impacted Groups Examples: Logistics Sales Manufacturing Finance Note: Should already be completed from your work on the Prosci® Impact Index.

Step 2. Draw a Sponsor Assessment Diagram Add the impacted groups at the bottom of the diagram. You will be creating this diagram from the bottom looking upward into the organization. Primary Sponsor Sales Region 1 Logistics MFG Finance Sales Region 2

Step 2. Draw a Sponsor Assessment Diagram For each impacted group, add the person that this group of employees would view as “in charge” of their area. Primary Sponsor e.g., Vice President of Sales e.g., Director of Logistics D.C. W.R. T.L. C.H. B.U. Sales Region 1 Logistics MFG Finance Sales Region 2

Step 2. Draw a Sponsor Assessment Diagram Using the formal reporting structure, add all managers between these sponsors and the primary sponsor (or up to a management level equal to the primary sponsor). Primary Sponsor U.W. S.P. M.B. E.G. E.T. A.B. G.F. P.O. IT D.C. W.R. T.L. C.H. B.U. Sales Region 1 Logistics MFG Finance Sales Region 2

Step 2. Draw a Sponsor Assessment Diagram Show the relationship between the primary sponsor and any peers at the highest level. This resulting diagram is the sponsorship group that you will assess in Step 3. COO Primary Sponsor U.W. S.P. M.B. E.G. E.T. A.B. G.F. P.O. I.T. D.C. W.R. T.L. C.H. B.U. Sales Region 1 Logistics MFG Finance Sales Region 2

Step 3. Determine Position of Sponsors and Key Managers Relative to the Change Assess the position of each manager relative to this change. Openly support the change = A Openly oppose the change or are neutral = B If unsure about a manager’s position on this change, check with your primary sponsor or someone close to this person (or ask him or her directly).

Step 4. Determine CM Competency Level of Each Person on the Sponsor Assessment Diagram In-class activity Assess the sponsorship competency of each manager in the Sponsor Assessment Diagram (Level 1, 2 or 3) Use the Sponsor Competency Assessment for assessing general sponsorship behaviors In-class exercise: complete this assessment (pages 4-55 through 4-57) for one of your project sponsors (Go to pages 4-55 to 4-57) Complete individually in class. Level 1 = High level of sponsor competency (80 – 100) Level 2 = Moderate level of sponsor competency (70 – 79) Level 3 = Low level of sponsor competency (< 70)

Step 5. Enter Alphanumeric Designations on the Sponsor Assessment Diagram COO A3 T.J. A1 U.W. B3 S.P. A3 M.B. A1 E.G. B2 E.T. A3 A.B. B2 G.F. A1 A.O. A2 I.T. B1 D.C. B3 W.R. A3 T.L. A2 C.H. A2 B.U. B1 Sales Region 1 Logistics MFG Finance Sales Region 2

Step 6. Color Code the Sponsor Assessment Diagram Green – supports the change and has demonstrated a high level of sponsor competency. Yellow – supports the change and has demonstrated a moderate level of sponsor competency. Red – opposed to the change or has demonstrated a low level of sponsor competency. A2 B1, B2, B3, A3 Alpha-numeric legend A = Supportive of the change B = Neutral or opposed 1 = High level of sponsor competency (score of 80 – 100) 2 = Moderate level of sponsor competency (score of 70 – 79) 3 = Low level of sponsor competency (score < 70)

Step 6. Color Code the Sponsor Assessment Diagram COO A3 Primary Sponsor T.J. A1 U.W. B3 S.P. A3 M.B. A1 E.G. B2 E.T. A3 A.B. B2 G.F. A1 P.O. A2 I.T. B1 D.C. B3 W.R. A3 T.L. A2 C.H. A2 B.U. B1 Sales Region 1 Logistics MFG Finance Sales Region 2

Step 7. Present Your Assessment Results to the Primary Sponsor Maintain confidentiality (avoid embarrassing or surprising a business leader – use this diagram with care!) Gain concurrence from primary sponsor Have a plan ready to address yellows and reds (this should appear in your Sponsor Roadmap) Enlist support of primary sponsor to address the most serious challenges