The document discusses best practices for change management sponsorship. It recommends assessing sponsors' position and competency, categorizing them, and preparing them for their role. Sponsors should be trained in change management skills like the ADKAR model and resistance management. When developing the sponsorship model, the organization's attributes and nature of the change must be considered to determine the appropriate sponsor structure and team.

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This Project is
Sponsored
by ?????
Karen Ferris
THURSDAY 20 - FRIDAY 21 AUGUST 2015 | SOFITEL WENTWORTH SYDNEY

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822 parNcipants
63 countries
Greatest contributors to success:
“Ac$ve and visible sponsorship”
What to do differently on the next project:
“More effec$vely engage sponsors by involving them
early and ensuring they are ac$ve and visible
throughout the project”
Greatest obstacles to success:
Ineffec$ve change management sponsorship
Best Practices in Change
Management – 2014 Edition
Executive
Overview
A look at Prosci’s latest
change management
research
2014 Prosci Inc. All rights reserved. | www.prosci.com
In Brief: Since 1998, Prosci has conducted eight benchmarking studies to discover what works and
what doesn’t when it comes to managing the people side of change. The findings from Prosci’s latest
2013 study have been compiled with the findings from the previous studies. The compendium
report, Best Practices in Change Management – 2014 Edition, presents this data. With insights from
3400 change leaders, the report is the largest body of knowledge on change management on the
market today. This Executive Overview is a 10-page snapshot of the 250-page report.
Executive Overview—
Table of Contents
Participant profile
New sections in the report
Study highlights
Further free information

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Outline
1. Sponsorship structure
2. Sponsorship model
3. Preparing your sponsors
4. Summary and quesNons

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Sponsorship Structure

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Scope of the change
Impacted employees
Difference in groups impacted
Change complexity
Amount of process change
Amount of technology change and system change
Amount of job role change
Amount of organisaNonal restructuring
Amount of change overall
Timeframe for change
CHANGE CHARACTERISTICS Low High

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Understanding of need for change by employees and managers
Impact of past changes on employees
Change capacity
Past changes
Shared vision and direcNon for the organisaNon
Resources and funding availability
OrganisaNon’s culture and responsiveness to change
OrganisaNonal reinforcement
Leadership style and power distribuNon
Change competency of execuNves, managers and employees
ORGANISATIONAL ATTRIBUTES Low High

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Risk Assessment
Medium High
Low Medium
OrganisaNonal Acributes
Change CharacterisNcs
Change-able
Change resistant
Large, disrupNve Small, incremental

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Sponsor Structure
Project team
Change management
team
ExecuNve
sponsor
Steering
commicee
Project team
Change management
team
Middle
management
sponsor
ExecuNve
sponsor
Project team
Change management team
Middle
management
sponsor
Project team
Change management team
Sponsor on the team

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Sponsorship Model
Sponsor denotes those managers or business leaders that are needed to be advocates for the
change and are in a posi$on to authorise the change

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Identify sponsors
Primary
Sponsor
IT
Sales
Region
2
Finance
Sales
Region
1
HR
AB RW DC FR BB

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Primary
Sponsor
Sales
Region
2
Finance
Sales
Region
1
HR IT
AB RW DC FR BB
DD CL ST LW TT
KL PT MS
RV
DP

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Assess sponsors

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Determine position of managers
related to the change
A B

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Determine competency
Experienced and
knowledgeable in
change
sponsorship
Limited
experience and
knowledge in
change
sponsorship
No experience
or knowledge
in change
sponsorship
1 2 3

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Sponsor categorisation
A2, A3
(challenge)
A1
(advocate)
B2, B3
(barrier)
B1
(threat)
Level of support
For the
change
Neutral or
opposed
Change management competency
Low High

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Sales
Region
2
Finance
Sales
Region
1
HR IT
AB
B3
RW
A3
DC
A2
FR
A3
BB
B1
DD
A3
CL
B2
ST
A1
LW
A2
TT
B1
KL
A3
PT
A1
MS
B2
RV
B1
DP
A3
TJ
A1
Primary sponsor

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Sales
Region
2
Finance
Sales
Region
1
HR IT
AB
B3
RW
A3
DC
A2
FR
A3
BB
B1
DD
A1
CL
B2
ST
A1
LW
A2
TT
B1
KL
A3
PT
A1
MS
B2
RV
B1
DP
A3
TJ
A1
Primary sponsor

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Questions
What is the overall health of the sponsorship
model?
How well did the primary sponsor score on the
sponsor competency assessment?
Is the primary sponsor at the right level?
What are the primary issues and challenges to
be faced considering the results of the sponsor
assessment diagram?
Are there any natural coaliNons that can be
capitalised upon for the change?

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Prepare Sponsors

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Organisational change
• EducaNon
• Training
• Coaching and mentoring
• EffecNve communicaNon
• AcNve listening
• Introduce, manage and reinforce change
• Management of resistance to change

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Manage resistance to change

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The ADKAR® model
A
D Desire
K Knowledge
A Ability
R
Awareness
Reinforcement

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Moving through the ADKAR® model
CommunicaNons
Sponsor roadmap
Coaching
Resistance management
Training
Awareness
Desire
Knowledge
Ability
Reinforcement

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Moving through the ADKAR® model
CommunicaNons
Sponsor roadmap
Coaching
Resistance management
Training
Awareness
Desire
Knowledge
Ability
Reinforcement

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Summary

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Summary
• Assess their posi$on to the change
• Assess their sponsorship competency
• Categorise your sponsors
• Prepare your sponsors
• Effec$ve sponsorship skills
• Manage resistance to change
• Understand the nature of the change you are making
• Understand the characteris$cs of the organisa$on
• Determine an appropriate sponsor structure
• Iden$fy managers needed to form the sponsorship team

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Karen Ferris – Director, Macanta Consulting
karen.ferris@macanta.com.au
@karen_ferris
macanta.com.au
karenferris.com
CONTACT DETAILS
WWW

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Resistance management
1. Listen and understand objecNons
2. Focus on the “what” and not the “how”
3. Remove barriers
4. Provide simple, clear choices and consequences
5. Create hope
6. Show the benefits in a real and tangible way
7. Make a personal appeal
8. Convert the strongest dissenters
9. Create a sacrifice
10. Use money or power