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

© Prosci Why are sponsors so important? In each of Prosci’s seven 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 2011: #1 contributor – Active and visible sponsorship In the 2011 study, sponsorship was cited more than three times more often than the next response 2007: #1 contributor – Active and visible sponsorship 2009: #1 contributor – Active and visible sponsorship

© Prosci 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

© Prosci Three primary roles of sponsors Participate actively and visibly throughout the project Build a coalition of sponsorship and manage resistance Communicate directly with employees p. 59 * From Prosci’s 2012 Best Practices in Change Management benchmarking report

© Prosci 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

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

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

© Prosci Do sponsors understand their role? According to 2009 study data, 56% of sponsors did not have an adequate understanding of their role!

© Prosci Biggest sponsor mistakes 1.Failed to remain visible and engaged throughout the project 2.Failed to demonstrate support for the project in words and actions * From the 2012 Best Practices in Change Management benchmarking report “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”

© Prosci Biggest sponsor mistakes 3.Failed to effectively communicate messages about the need for change 4.Ignored the people side of change 5.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 2012 Best Practices in Change Management benchmarking report

© Prosci 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

© Prosci Current state Transition state Future state Why sponsors struggle with ‘managing change’ 1.They don’t understand their role Benchmarking data suggests less than half have a good understanding of their role in leading change 2.They think they can tell people to just change 3.They live in the future state Most change management challenges are tied to the current state

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

© Prosci Identify impacted groups Examples: Logistics Sales Manufacturing Finance

© Prosci Primary Sponsor Logistics Sales Region 1 Sales Region 2 MFGFinance Sales Region 1 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.

© Prosci 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 D.C.T.L.W.R.B.U.C.H. Logistics Sales Region 2 MFGFinance Sales Region 1 e.g., Director of Logistics e.g., Vice President of Sales

© Prosci 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 if these sponsors do not report to the primary). Primary Sponsor S.P.M.B. A.B.G.F. E.G. ITE.T. U.W. D.C. P.O. T.L.W.R.B.U.C.H. Logistics Sales Region 2 MFGFinance Sales Region 1

© Prosci 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. Primary Sponsor S.P.M.B. A.B.G.F. E.G. I.T.E.T. U.W. D.C. P.O. T.L.W.R.B.U.C.H. COO Logistics Sales Region 1 Sales Region 2 MFGFinance Sales Region 1

© Prosci Determine position of sponsors/key managers relative to the change Assess the position of each manager relative to this particular change. –For those who openly support the change, designate him or her with an “A”. For those who openly oppose the change or are neutral, designate him or her with a “B”. –Check with the primary sponsor for any managers whose position you are unsure of on this change.

© Prosci Determine CM competency level of each person on the sponsor assessment diagram Assess the sponsorship competency of each manager in the sponsor assessment diagram. –Level 1 = experienced and competent in change management ( score on Sponsor Competency Assessment) –Level 2 = limited experience and skills in change management ( score on Sponsor Competency Assessment) –Level 3 = little knowledge or skills in change management (< 70 score on Sponsor Competency Assessment) Use the Sponsor Competency Assessment for assessing general sponsorship behaviors (for the class exercise, complete this assessment for only one manager).

© Prosci Enter Alphanumeric designations on the sponsor assessment diagram

© Prosci Color code the sponsor assessment diagram A1 B1, B2, B3, A3 A2 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.

© Prosci Color code the sponsor assessment diagram

© Prosci 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 (should appear in your Sponsor Roadmap). Enlist support of primary sponsor to address the most serious challenges.