How to Engage Your Sponsors. How to Engage Your Sponsors Prosci Webinar How to Engage Your Sponsors.

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1 How to Engage Your Sponsors Webinar genda Context How to Engage Your Sponsors Why CM? Leverage 3 Sponsor Questions how-to is an informal, often short, description of how to accomplish a specific task. - Wikipedia Prosci. ll ights eserved. 2 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 1

2 The Impact of Effective Sponsors on Change Success Context Why CM? Leverage 3 Sponsor Questions Prosci. ll ights eserved. 3 Prosci Project Change Triangle Prosci PCT Model irection and guidance esign evelop eliver Embrace dopt Use Prosci. ll ights eserved. 4 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 2

3 Prosci Project Change Triangle Prosci PCT Model Balancing the cost, time and scope dimensions of the project Fulfilling the role of effective sponsor of change Prosci. ll ights eserved. 5 Sponsorship is the Executive ole Connected to the Project ole Executive ole Project ole Strategy aily Oversight Scheduling uthorization Budget Funding Issue Tracking Implementation esources esults Sponsorship Change Management Prosci. ll ights eserved. 6 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 3

4 Sponsorship efined in the Context of Change Management B C Now you ctively and visibly participate throughout the project Build a coalition of sponsorship with peers and managers Communicate directly with employees ole and esponsibilities Title o you have a named project sponsor but lack true sponsorship? Prosci. ll ights eserved. 7 How to Engage your Sponsors Webinar genda Leverage Why CM? 3 Sponsor Questions Get a seat at the table ddress the What, Why and How of CM Treat effective sponsorship as a role-based change Educate and coach senior leaders pply Best Practices Learn from other change practitioners Terminology Sponsorship activities expected by employees of an effective sponsor (BC s) Primary sponsor the individual who authorizes and funds a project; primary responsibility for results, outcomes and success Sponsor any senior or mid-level manager whose support and active engagement is necessary for the change to be successful Sponsor Coalition the collection of sponsors within the organization Prosci. ll ights eserved. 8 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 4

5 The Correlation of Change Management Effectiveness Context Percent of Study Participants Who Met or Exceeded Objectives 100% 93% Why CM? 80% 60% 77% 6X Leverage 40% 43% 20% 15% 3 Sponsor Questions 0% Poor Fair Good Excellent (n=496) (n=1441) (n=1796) (n=354) Change Management Effectiveness Prosci. ll ights eserved. Prosci 2018 Benchmarking ata (ata from 2007, 2009, 2011, 2013, 2015, 2017) 9 Why re We Changing? Projects are the vehicles of improving performance Organizational Benefits Project Objectives evenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction How work will be different after the change Specific metrics and measurements for improvement Prosci. ll ights eserved. 10 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 5

6 Successful Change equires Both the Technical and People Sides Technical Side esign evelop eliver Now you Current state Transition state Future state esults Outcomes Success People Side Embrace dopt Use What are the risks to the organization if we don t achieve the desired results? Prosci. ll ights eserved. 11 Change Management Preparing, equipping and supporting individuals through the change journeys they experience as part of your organization Capturing people-dependent project OI Mobilizing people to deliver results Prosci. ll ights eserved. 12 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 6

7 The Language of Change Management Cost-Benefit nalysis CMOI X% of expected project benefits are directly tied to employees adopting and using the change; change management s value is delivering that portion of benefits. SUP The expected project benefits depend on how quickly (speed of adoption), how many (ultimate utilization), and how effectively (proficiency) employees do their jobs the new way. Costs & isks The expected project benefits are diminished by avoidable costs (inefficiencies) and mitigatable risks resulting from ignoring the people side of change. Probability The expected project benefits are more likely to be achieved, on time and on budget, with effective change management according to industry data. Prosci. ll ights eserved. 13 Change Management Cost-Benefit nalysis esources Webinars Blog posts Thought Leadership rticles Success Stories Training Prosci. ll ights eserved. 14 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 7

8 Get (Earn) a Seat at the Table emonstration Project To a project/initiative pply change management esults and outcomes through adoption and usage What project could you use to demonstrate results? Prosci. ll ights eserved. 15 The Five Building Blocks for Successful Change Context wareness Why CM? Leverage 3 Sponsor Questions esire nowledge bility einforcement Prosci. ll ights eserved. 16 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 8

9 Treat Effective Sponsorship as a ole-based Change ction Steps wareness esire nowledge bility einforcement Connect change results to effective sponsorship Help them understand their role Help them fulfill their role Prosci. ll ights eserved. 17 We are Focused on our Primary Sponsor wareness esire nowledge bility einforcement Is your primary sponsor at the right level? o you have any challenges that need to be addressed? Prosci. ll ights eserved. 18 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 9

10 Connect Change esults to Effective Sponsorship wareness esire nowledge bility 3 reasons sponsors are so important 29% 1. They provide credibility and authority 2. They are the face and voice of change 3. They are the #1 contributor to success Sponsorship correlates with project success Percent of projects that met or exceeded objectives based on sponsor effectiveness 42% 29% 42% 54% 72% 54% 72% einforcement Very ineffective sponsors Ineffective sponsors Moderately effective sponsors Extremely effective sponsors Prosci. ll ights eserved. 19 Connect Change esults to Effective Sponsorship Organizational Benefits Project Objectives evenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction How work will be different after the change Specific metrics and measurements for improvement I get it. What do you need me to do? Prosci. ll ights eserved. 20 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 10

11 Help them Understand their ole wareness esire Prosci PCT Model Participate actively and visibly throughout the project. nowledge Build a coalition of sponsorship with peers and managers. bility einforcement Communicate directly with employees. Prosci. ll ights eserved. 21 Sponsors o Not Understand their ole wareness esire % 12% Complete Understanding 11% 12% 31% 30% dequate Understanding 32% 32% nowledge Some Understanding 25% 33% 32% 31% bility einforcement 50% 18% 19% Slight Understanding 18% 18% 7% 6% No Understanding 7% 7% 0% 10% 20% 30% 40% Copyright 2018 Prosci Inc. Best Practices in Change Management 2018 Edition Prosci. ll ights eserved. 22 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 11

12 Help them Understand their ole Sponsor ssessment wareness esire Now you nowledge bility einforcement Which role is your primary sponsor struggling with MOST? Prosci. ll ights eserved. 23 Help them Understand their ole wareness ctive and Visible Participation Throughout Concrete ction Items esire Support the team Champion the change nowledge bility Proactively remove obstacles ctively support CM work einforcement Provide resources and control the budget Own the change, build excitement and enthusiasm, be the first adopter Prosci. ll ights eserved. 24 Copyright 2018 Prosci. ll rights reserved. 12

13 Help them Understand their ole Build a Coalition of Support wareness Prosci Sponsor ssessment iagram Sponsor Coalition Health esire nowledge bility einforcement Marketing Sales Operations Finance H Legal Prosci. ll ights eserved. 25 Help them Understand their ole wareness Build a Coalition of Support Concrete ction Items esire nowledge bility Engage across the organization Create, work and maintain a network of change agents Cultivate management support of the project Clarify roles and establish expectations with mid-level and frontline managers einforcement Encourage senior leaders to participate and support the change Solicit and listen to management feedback Prosci. ll ights eserved. 26 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 13

14 Help them Understand their ole Preferred Senders wareness esire nowledge bility einforcement Business Messages Personal Messages 45% CEO/President 3% 28% Executive Manager 4% 9% Senior Manager 4% 8% epartment Head 11% 2% The Employee's Supervisor 67% 1% Communication Specialist 1% 1% Human esources epresentative 3% 0% Project Team Member 1% 2% Project Team Leader 3% 0% Change Management Team Member 1% 4% Change Management Team Leader 3% 0% Other 0% 0% 10% 20% 30% 40% 50% 60% 70% Copyright 2018 Prosci Inc. Best Practices in Change Management 2018 Edition Prosci. ll ights eserved. 27 Help them Understand their ole Communicate irectly wareness esire efine Success: Why are we changing? Why are we changing now? Now you nowledge What is the risk of not changing? bility einforcement What is (is not) changing? Who is changing (do jobs differently)? How effective are your sponsors at communicating these messages? Prosci. ll ights eserved. 28 Copyright 2018 Prosci. ll rights reserved. 14

15 Help them Understand their ole wareness esire nowledge Communicate irectly With Staff Communicate support and promote the change to impacted groups Concrete ction Items dvocate the change to impacted groups that might be resistant bility Communicate the end vision Vocally support the change einforcement Create awareness about the specifics and the need for change Clearly and succinctly explain the what s in it for me? (WIIFM) of the change to impacted groups Prosci. ll ights eserved. 29 Help them Fulfill their ole void the Biggest Sponsor Mistakes wareness esire Mistake #1: Failed to remain visible and engaged throughout the project Mistake #2: Failed to demonstrate support for the project in words and actions nowledge bility Mistake #3: Failed to effectively communicate messages about the need for change Mistake #4: Ignored the people side of change einforcement Mistake #5: elegated or abdicated the sponsorship role and responsibilities Prosci. ll ights eserved. 30 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 15

16 Help them Fulfill their ole You are the Sponsor s Coach wareness Work with them esire nowledge bility einforcement Prepare communications for them Get them on calendars You make the sponsor real Sponsor oadmap Give them ecognition a pat on the back Prosci. ll ights eserved. 31 pply Best Practices from Other Change Practitioners Context Why CM? Leverage What if I don t have access to the primary sponsor? What if I have a resistant or reluctant sponsor? How do I deal with losing a sponsor? 3 Sponsor Questions Prosci. ll ights eserved. 32 Copyright 2018 Prosci. ll rights reserved. solutions@prosci.com 16

17 Prosci Solutions elivering organizational results by catalyzing individual transitions Build individual change competencies pply change management on initiatives Embed organizational change capability Copyright 2018 Prosci. ll rights reserved. 17