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"Who Is
Your Sponsor?" by Rachael Lewis, MCC
(appeared on www.HR.com, October 2002)
Who is your sponsor? Can
you think of the last time a sponsor assisted in clearing
away an obstacle? Provided inspiration or needed
recognition at a critical juncture or successful
milestone on a long journey?
Do you ever wonder why
some teams thrive and have everything they need to get
the job done well, while others are talented, but
constrained by resources? It might have something to do
with having a sponsor.
Sponsors are the
champions of the team's work. Promoting the team's work
to the organization, investors, and business partners,
their role makes membership on a team rewarding. With
power and influence over time, money, space, information,
talent, and critical resources to the team, sponsorship
can make or break a team.
Sponsors have access to
resources critical to the success of your team or
department. At a time when our economy, let alone your
organization, is on uncertain ground, this is not to be
overlooked.
While the leader is
charged with rallying the crew to a successful outcome,
sponsors are outside the team. They offer swift wind to
the team's sails (and sometimes the sail!).
Developing sponsorship
isn't usually the first skill on which you focus when you
become a supervisor. But when you become a manager with a
department or initiative team, or if you're already up
the leadership ladder, and find you are missing these
resources, it's time to take on the sponsorship
challenge.
So, who is your sponsor?
He or she is the senior leader who has a stake in your
team being successful. Your direct boss could be that
person. Your boss's peers could be your team's sponsors
if you lead a cross-functional management, product or
project team. Your boss's boss might also be a sponsor.
Tips for leveraging
sponsorship
- Identify your sponsors
early. Co-develop a participation plan that leverages
their talent and matches the team's needs. Be clear in
what support you need from them. Ask for that which only
their position, power, or influence can provide. Don't
use them for roles better handled by the leader or other
team members.
- Update sponsors with
timely progress and team presentations; include team
members. Be brief, to the point, have well-prepared
materials, and make sure you speak to the goals of the
organization and bottom line.
- Have sponsors kick off
or speak at team meetings at critical junctures along
the journey. Be willing to offer talking points to
minimize their preparation time.
- Provide value that
matches the needs of the sponsors in their position and
objectives. Learn to manage up and speak their strategic
language.
- Acknowledge the
contribution their input has had on the team. Always
acknowledge that of which you want more.
Enjoy.
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