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Executive sponsors are instrumental in creating desire to support and engage in a change amont employees. To see the best results and the most adoption of the new solution, senior leasers need to be present, interact on a personal level and be willing to answer the difficult questions throughout the change process. Employees watch their leaders closely. If leadership actively and visibly supports the change, employees will determine tha tthe change is still important.
Sponsors who disengage from a project, are absent or delegate the role of sponsorship entirely communicate that the change is not important. Momentum and support from employees diminishes. There is greater resistance to the change, slower adoption throughout the organization and, in some cases, project failure.
Sponsors of change are responsible to build a strong coalition of support with their peers. Senior leaders need to take the time to build buy-in for the change throughout the management levels of the organization. This includes addressing concerns and conflicting priorities head-on. A weak sponsor ship coalition allows resistance to grow.
In the Best Practices in Change Managment – 2016 Edition, 56 percent of participants reported that their sponsors did not have an adequate understanding of the role of an effective sponsor. Participants also reported that nearly one third of sponsors failed to build a coalition in support of their change.
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