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Change Practitioners and Sponsors Need Each Other

Sponsors need change management practitioners, and practitioners need sponsors. Each provides the missing pieces the other needs to be successful in their role and to increase the likelihood that initiatives deliver intended results. Read the full blog: https://bit.ly/2V0JGAx Transcript There is this symbiotic relationship that we need to forge if we want to be more successful in times of change. And I started to build out this sponsor practitioner matrix over the last few years. On the vertical, we have the sponsor and the practitioner, so those are our two groups and across the horizontal we have what do they have and what do they don't have. This how I'd been flip charting it for the last two or three years. Sponsors have authority, credibility, strategy, relationships, and influence. They don't have expertise and knowledge and time. Practitioners have expertise, skills, knowledge, methodologies, tools, processes, the pulse of the organization. They don't have authority, credibility, relationships, and influence. The diagonals match. What they have, we don't and we need and what we have, they don't and they need. This is the symbiotic relationship. It is a symbiotic relationship that's going to actually unlock successful change in the organization. Slide 46 is a great one. This shows you the word cloud outputs that were generated by the ACMP Norcal group and watch how these diagonals start to tie together. This is the foundation of the symbiotic relationship. And if we're going to engage our senior leaders, it is about engaging them in this symbiotic relationship. You have stuff that I need. I have stuff that you need. If we bring them together, we are going to set ourselves up to capture that people-dependent return on investment of this critical initiative that's keeping us up at night and getting us both up in the morning. That's the symbiotic relationship.