Why change needs an active CPCO sponsor and how to be one

Sponsorship of projects and programmes is more than just a name on a report that goes to the executive. Sponsorship is not a title. Yet, how much time do we spend prepping for this role? Giving the role and its requirements conscious thought? Not as much as we should. 

Many Chief People and Culture Officers (CPCOs) and Chief HR Officers (CHROs) find themselves with this title of ‘Sponsor’ as a change project is mobilised. So how do you ensure you are set up for success, the next time you are asked or volunteer to take on a Programme (or Project) Sponsor role. Sponsor effectiveness has been shown to have a direct impact on the success of a project – in fact, three times as much (source: Prosci).

Being an effective, active sponsor of change is a skill for any CPCO or CHRO.

The pitfalls

🚫 The sponsor can’t be a distance figure who gets an update once a month nor can they be elbow-deep in the delivery. 

🚫 They can’t be the first to jump ship when it gets tough. Because it will. All change has its challenges and low points. Change isn’t perfect. Sponsors can’t try to save-face and distance themselves from the project when it gets hard or there is criticism. 

🚫 A sponsor can’t be time constrained by other priorities or their day job. If you can’t commit, don’t take it on.

🚫 It’s not a passive role. 

CPCOs who Sponsor change are role modelling leadership

A sponsorship role requires the individual to visibly lead the change needed, in order to achieve the targeted outcome. Demonstrating consistently the behaviours needed from the project team and end-users. Staying focused on the bigger picture and end destination.

Check your sponsorship skills against out pro-tips below:

✅ Sponsorship is active: be active in the project or programme every week and connect with the Project Manager (PM).

Pro-tip:

• Be visible
• Be active
• Sponsors are the most effective at articulating the ‘why‘, so own the narrative.

✅ Communication: deliver the communication to end-users and consumers, to explain the ‘why’, ‘what’ and ‘how’ we will get there. Providing clarity about the change ahead and reassurance about the journey. 

Pro-tip:

• Videos are a great way to get this message to hybrid team members or those based in another country.
• Nothing beats walking-the-floor or turning up once a month to a daily stand-up, to show your support and engagement.
• Over-communicating is nowhere near as bad as under-communicating.

✅ Listen: be engaged and listen to colleagues’ concerns, and help champion the benefits from super-users and pilot groups.

Pro-tip:

• Celebrate the successes and champion achievements.
• A personal note or a message on the organisation’s recognition platform goes along way.
• Listen to team members involved with the change directly, ask for their thoughts and sentiment on how they feel about the change ahead.

✅ FOMO: Stimulate the conversation, create excitement and generate a genuine fear-of-missing-out (FOMO) from other executives and key leaders around the business. Increase the hunger for adopting and embedding the change. 

Pro-tip:

• Build a coalition of advocates to help manage resistance.
• Have real-life feedback from end-users to hand, quote it in Exec Steering meetings and bring the change to life for other Executives and Senior Leaders.
• Showcase feedback from first-adopters and pilot groups to demonstrate the value it will bring to others.

✅ Unblock: When challenges emerge, sponsors actively remove the barriers, dispel the negative doubters, and influence the nay-sayers. Knowing the business case inside-out alongside the tangible end-user benefits it will bring. Keeping a calm outlook when challenges come along. 

Pro-tip:

• When there is resistance, it simply means the individual or team hasn’t progressed through their own change journey, yet. Encourage deeper conversations to find the barrier that is impacting that team. Then support the action to remove it.
• Put people at the heart of the change.

Additionally, Sponsors should work collaboratively with the Project Manager; should have appropriate oversight and help to mitigate risks; provide resources; manage expectations; and all the usual project-management you can find on a checklist. 

However, to do this and be the active leader of change who is crucial to a project’s success – with little or no coaching or support? That’s not the recipe for success.  

The recipe for success

➡️ If you are new to this, seek coaching and support from an expert in change leadership, such as The HR Fixers.

➡️ Seek advice from those around you, on why project leadership has failed before.

➡️ Listen to colleagues and the project team on what they need from you as a Sponsor – adapt, be resilient and persevere.

➡️ Ensure your leadership style and ways of communicating are tailored to this topic and will enable you to be a success.

➡️ Pause… and celebrate successes with the project team.

➡️ And have some fun along the way. Learn, grow and go again!

Ultimately, if you can’t prioritise the commitment that a project sponsor role requires… don’t take it on. Take it on, if you’re set up for success.

The HR Fixers’ difference

There are lots of resources available to help a CPCO or a CHRO navigate how to be an active sponsor of change.  However, if you want more than just the theory and need practical advice, coaching and tools that really work, reach out and get in touch. We lead with emotional intelligence, experience and put people at the heart of change.