Updated: Dec 1, 2021
Sustain: Intervene, Reward and Embed
Change Management Sponsorship: Without a proactive and effective change sponsor, most change programmes or initiatives will fail to achieve the targeted objectives. This book outlines the three critical sponsorship responsibilities to successfully implement change; ‘Say’ - communicating the change, ‘Support’ - providing resources and ‘Sustain’ - embedding the change.
Sustain is the critical change sponsorship responsibility, intervene to ensure adoption, reward positive behaviour and embed the new way
Change Leadership Responsibility Three: Sustain is the critical change sponsorship responsibility, intervene to ensure adoption, reward positive behaviour and embed the new way
Sponsorship is the single most important factor in change success
About the Book: Sponsorship is the single most important factor in change success, but very few leaders understand why it is so important, who should be the sponsor or what the main responsibilities of a change sponsor include. It is important because without a proactive and effective change sponsor, most change programmes or initiatives will fail achieve the targeted objectives. The leaders of organisations typically associate the role and traits of a change sponsor with those of a change leader. However, while these leadership traits are important foundations, the role of the sponsor goes beyond the role of a change leader.
Leadership of Change® Volume 7 is a change management sponsorship book that outlines the three key responsibilities of the change sponsor if they want to achieve the targeted objectives and successfully implement organisational change. This book outlines the three critical change sponsorship responsibilities, structured on the a2B3S© Change Sponsorship Model: ‘Say’, ‘Support’ and ‘Sustain’ to ensure full employee change adoption, and sustainable change that improves overall organisation performance. Change implementation is also supported by the a2B Change Management Framework® (a2BCMF®).
Without effective and proactive sponsorship, the change project will eventually fail, the change will not be adopted by the employees nor be sustained, and it will not deliver the intended benefits
Peter consults, speaks, and writes on the Leadership of Change®.
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