6 ways to cope with a resistant sponsor
That VP of manufacturing was what I refer to as a resistant executive sponsor. Resistant sponsors can be very dangerous, becoming a burden to the project team and causing missed deadlines, budget overruns and even project failure.
At the other extreme of executives sponsors and their level of support for project teams are the enthusiastic (clearly the most desirable), and in between are the reluctant (supportive but already over-committed) and the minimally involved (really don't care unless they sense a career-limiting disaster).
Reluctant and minimally involved sponsors may simply be distracted (by aging parents, sick spouses, problem children, etc.) and fail to provide leadership, but they usually don't interfere. Resistant sponsors tend to be defensive and even aggressive, perhaps even launching attacks within their project. They may be afraid their empire will shrink if the project is successful, or fear being held accountable for the business case benefits. They may disagree with basic project goals, or use the project as a pawn in a political battle.
Resistant sponsors may be blatant or passive-aggressive in their efforts to block progress. Their techniques can include these:
Resistant sponsors can have extremely negative effects on project success and can demoralize even the most confident project teams. Insecure team members sometimes depart rather than work in a toxic project atmosphere. Others may respond by asking the sponsor to make every decision, copying the sponsor on every email and making disparaging remarks behind the sponsor's back. While these coping mechanisms may help team members feel better, they don't help solve the underlying problem.
When dealing with a resistant sponsor, try these strategies:
Resistant sponsors are all too common in corporate life. Nobody wants to work with them, fearing their project may be killed by the sponsor's stranglehold. Make every effort to minimize the damage a resistant sponsor can do, but don't expect to see a lot of change in commitment or participation. It is highly unlikely a resistant sponsor will ever become enthusiastic, but if you can maneuver your sponsor from resistant to minimally involved, it may be enough to allow your project, and your project team, to get enough oxygen to survive.
Bart Perkins is managing partner at Louisville, Ky.-based Leverage Partners Inc., which helps organizations invest well in IT. Contact him at BartPerkins@LeveragePartners.com.