Change management roles of executive sponsors by project phase

Change management roles of executive sponsors by project phase

(extract from "Best Practices in Managing Change" study report)

Most senior and executive managers strongly support their major change projects, but many fail to take the proper
steps to communicate that support. A survey of 57 companies showed that excellent executive sponsorship was one
of the primary reasons projects succeed. A 1998 change management benchmarking study involving 102
companies from 20 countries captured those activities that executive managers should do at each phase of their
change initiatives.

What top-management sponsors should do during the Planning Phase

Explain why the change is happening; discuss the business reasons for the change and the costs or risks
of not changing.

Define and communicate the project objectives and scope; tell employees what they can expect to
happen and when.

Help select the right people for the team and ensure adequate time availability of these resources;
provide the needed budget for the design phase.

Enlist the support of other senior managers and stakeholders in the project objectives and scope;
provide a channel for key managers to provide direction at key decision points in the process.

Help the project team select their approach and timeline, and resolve start-up issues for the team.

What top-management sponsors should be doing during the Design Phase

Reinforce why the change is happening; help employees understand the business reasons for the change.

Listen and respond to feedback from the organization; actively seek input from all levels of management.

Create a positive network of conversation about the project with peers and managers at all levels.

Provide updates on the project’s progress; let employees know what they can expect and when.

Stay engaged and up-to-date on the project; attend key project meetings and training sessions.

Keep other senior managers and stakeholders informed on project status and issues; help clear calendars
for key decision-making meetings with these stakeholders.

Enable employees to attend change management training; personally attend as well.

Remove obstacles encountered by the team.

What top-management sponsors should be doing during the Implementation Phase

Reinforce why the change is happening; explain the business reasons and the priority for the business.

Share the change with all levels in the organization.

Provide answers to, "What does this change mean to me?" and "What is expected of me?"

Listen to resistance and respond to feedback from the organization.

Create a positive network of conversation about the project with peers and project stakeholders.

Actively participate in implementation planning; stay involved with the project; monitor progress and
remove obstacles.

Ensure that adequate resources are available or adjust the implementation plan to fit available
resources.

Engage middle managers in transition planning; define their role for the transition and set clear
expectations.

Keep other senior managers and stakeholders informed on project status and issues.

Recognize behavior and results that are consistent with the change and reward role models.

Expect results and measure performance toward results.

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