Copyright © 2014 Prosci Inc. All rights reserved. Sponsorship and the Sponsor Assessment Diagram...

Copyright © 2014 Prosci Inc. All rights reserved.

Sponsorship and the Sponsor Assessment Diagram

Please readRight to use this content is governed by the licensing terms and conditions for this online tool. Reproduction and distribution are not permitted under a single-user license without express permission from Prosci. For permission to reproduce or distribute content, contact Prosci at +1 970-203-9332. All trademarks and copyright notices must be retained.

Please readRight to use this content is governed by the licensing terms and conditions for this online tool. Reproduction and distribution are not permitted under a single-user license without express permission from Prosci. For permission to reproduce or distribute content, contact Prosci at +1 970-203-9332. All trademarks and copyright notices must be retained.


Agenda

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

2


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








3


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

4


3 Primary Roles of Sponsors

• Participate actively and visibly throughout the project

• Build a coalition of sponsorship and manage resistance

• Communicate directly with employees

* From Prosci’s 2014 Best Practices in

Change Management benchmarking

report

p. 112

5


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

6


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!

T.J.

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

Primary Sponsor

Logistics Sales Region 1 Sales

Region 2

MFG FinanceSales

Region 1

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3. Communicate directly

Participants identified senior business leaders as the preferred senders of messages about the business reasons for the change

0% 10% 20% 30% 40% 50% 60% 70%

Other

Change management team leader

Change management team member

Project team leader

Project team member

Human Resources representative

Communication specialist

The employee's supervisor

Department head

Senior manager

Executive manager

CEO/President

Percent of respondents

Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.

Business messages

Personal messages

8


Do sponsors understand their role?

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

0% 5% 10% 15% 20% 25% 30% 35% 40%

No understanding

Slight understanding

Some understanding

Adequate understanding

Complete understanding

Percent of respondents

Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.

Sponsor understanding of role in change

2013

2009

2007

9


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 2014 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”

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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 2014 Best Practices in Change Management benchmarking report11


Prosci’s Change Management Process

Prosci® 3-Phase Change Management Process 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

A project or change management team member can develop the plans, but senior leaders must carry out the activities of sponsorship

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Currentstate

Transitionstate

Futurestate

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

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14

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

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Note: Should already be completed from your work on the Prosci® Impact Index.


Sales Region 2

PrimarySponsor

Logistics MFG FinanceSales

Region 1

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.

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PrimarySponsor

D.C. T.L.W.R. B.U.C.H.

e.g., Director of Logistics

e.g., Vice President of Sales

Sales Region 2


Region 1

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For each impacted group, add the person that this group of employees would view as “in charge” of their area.


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).

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PrimarySponsor

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.

Sales Region 2


Region 1




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.

19

PrimarySponsor

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

Sales Region 2


Region 1


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).

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Step 4. 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, 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

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(Go to pages 4-55 to 4-57)

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)

Complete individually in class.

In-class

activity


T.J.A1

S.P.A3

M.B.A1

A.B.B2

G.F.A1

E.G.B2

I.T.B1

E.T.A3

U.W.B3

D.C.B3

A.O.A2

T.L.A2

W.R.A3

B.U.B1

C.H.A2

COOA3

Sales Region 2


Region 1

Step 5. Enter Alphanumeric Designations

on the Sponsor Assessment Diagram

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Step 6. Color Code the Sponsor Assessment Diagram

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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.

Alpha-numeric legendA = Supportive of the changeB = Neutral or opposed1 = 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

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T.J.A1

S.P.A3

M.B.A1

A.B.B2

G.F.A1

E.G.B2

I.T.B1

E.T.A3

U.W.B3

D.C.B3

P.O.A2

T.L.A2

W.R.A3

B.U.B1

C.H.A2

COOA3

Sales Region 2


Region 1

Primary Sponsor


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

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Copyright © 2014 Prosci Inc. All rights reserved. Sponsorship and the Sponsor Assessment Diagram...

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