Something often overlooked in the planning, implementation and follow-up of leadership development programs is the critical role of the senior leader as sponsor. Put very simply, if senior leadership don’t actively and visibly get involved with these programs, the programs – and the accompanying investment of time and resources – are unlikely to have any lasting impact.

We know that senior leadership behaviour determines around two-thirds of an organisation’s culture, and culture, in turn, has a very significant impact on the effectiveness of the organisation. These consequences are demonstrated on a smaller, but no less important, scale during development initiatives.

We also know, from long experience, that when a senior leader does authentically take on the role of sponsor for these programs, the results are much more likely to be substantial and sustained.

A leader as sponsor can:

  • help their team see the big picture
  • lead by example and model desired behaviours – walk the talk
  • genuinely and directly recognise team members and acknowledge them for their achievements
  • reinforce what is learnt both during and after the program
  • give constructive feedback and feedforward, again based on direct, personal experience
  • consistently lead ‘above the line’ in sharing and demonstrating what the program means to them (the leader), the participants and the organisation.

Leader as sponsor is much more than acknowledgement

We’re all familiar with a senior leader turning up on the first day of a development program to ‘launch’ the event, then returning to their office never to be seen again. Their behaviour is recognised by participants as no more than lip service – passionate lip service at best. The underlying message being sent is, ‘You need this development but I don’t’. It’s ‘been there, done that’.

Needless to say, this is not what we’re referring to when we talk about leader as sponsor.

Genuine, effective sponsorship as a leader requires a high level of emotional health. At the outset it requires a willingness to learn – a recognition that no matter how experienced you are or how much longevity you have, you still don’t know it all. It also requires having, and showing, a genuine care that the development work will benefit both the organisation and the individuals involved.

The leader as sponsor will be integrally involved in the program from the outset.  They will be contributing during the planning phase, working with the facilitators to identify what they can do, including questions they can ask, before, during and after the program.

They will actively take part in the program – they’ll be in the room, involved in the workshops, no matter how many times they may have done these workshops before. They’ll move between tables, asking questions and being curious.

And they’ll play a key role – ideally the key role – post program in debriefs and ongoing discussions, including helping to overcome resistance, concerns and other barriers to progress.

If this sounds like a lot of work for the senior leader, it is. It’s also challenging and demanding. It requires a willingness to be vulnerable. At times things are going to be awkward, especially if program participants aren’t used to this level of familiarity with their senior leader.

However, these are all aspects of authentic, emotionally healthy leadership.

We believe so strongly in the principle of leader as sponsor that we include coaching in this area as an integral component of all our leadership programs, at no extra charge. It is the fundamental difference between a successful program – one that people buy into and learn from – and ‘just another leadership course’.

There are many other aspects of sponsor as leader that we don’t have space to cover in a blog post. However, we are always happy to discuss the concept further if you’d like to get in touch.

Gayle

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Image credit: Eean Chen on Unsplash.com