The Managed Change™ Approach to Effective Sponsorship
Most leaders know sponsorship matters—but few understand how to sponsor change effectively. That’s why the Managed Change™ methodology treats sponsorship not as a title or formality, but as a behavioral role essential to successful adoption.
Here’s how Managed Change™ defines and supports effective sponsorship:
1. Sponsors Create the Conditions for People to Choose to Change
People don’t commit to change because they’re told to.
They commit because the conditions for change are clear, supportive, and aligned.
Sponsors are responsible for ensuring these conditions exist—not project teams, not HR, not communications.
2. Sponsors Are Visible, Active, and Consistent
In Managed Change™, sponsors must be:
Visible — present at key moments
Active — reinforcing the message and modeling commitment
Consistent — aligned with peers and delivering the same expectations
Invisibility is costly.
Visibility is catalytic.
3. Sponsors Provide Direction, Decisions, and Reinforcement
Leaders don’t need to be involved in every detail—they need to be involved in the right moments:
Setting direction
Making tough decisions
Prioritizing resources
Reinforcing new behaviors
Addressing resistance early
This is leadership, not micromanagement.
4. Sponsors Partner Closely With Change and Project Teams
The Managed Change™ model emphasizes the triad:
Sponsor
Change Practitioner
Project Manager
Each plays a distinct role.
Only the Sponsor can create organizational alignment and remove barriers.
5. Sponsors Shape the Culture Around Change
Behavior spreads.
Energy spreads.
Commitment spreads.
If leadership is tentative, the organization is tense.
If leadership is confident, the organization is resilient.
Managed Change™ Makes Sponsorship Actionable
That’s why LaMarsh Global is launching the Leaders as Sponsors of Change program in Q3 2026—to give leaders a clear, practical roadmap to fulfill this mission-critical role.
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