01Direction
Setting the conditions for change
01
Personally articulate the case for change in your own words, without slides or scripts
Due:
02
Test leadership alignment individually -- ask each peer to describe the future state independently
Due:
03
Define success in terms of behaviour and business outcomes, not activity metrics
Due:
04
Identify and communicate what will be deprioritised or stopped to create space for this change
Due:
Add Custom Action
Notes for Direction
Roadmap Summary
Untitled Sponsor Roadmap
0 of 20 actions complete (0%)
01Direction0/4 complete
Personally articulate the case for change in your own words, without slides or scripts
Test leadership alignment individually -- ask each peer to describe the future state independently
Define success in terms of behaviour and business outcomes, not activity metrics
Identify and communicate what will be deprioritised or stopped to create space for this change
02Engagement0/4 complete
Communicate the change directly to impacted teams at critical moments, not only through cascaded messages
Hold listening sessions where your role is to hear, not present -- then act visibly on what you learn
Publicly acknowledge what is being lost, not just what is being gained
Intervene personally when senior stakeholder resistance signals a real problem
03Enablement0/4 complete
Challenge whether the enablement plan builds confidence, not just knowledge transfer
Ensure managers are specifically equipped to support their teams through the transition
Protect the time and capacity people need to learn by reducing competing demands
Test readiness yourself by talking directly to frontline staff about their preparedness
04Execution0/4 complete
Remove blockers directly rather than waiting for them to appear on a RAID log
Make visible trade-offs when this change competes with other priorities
Celebrate early progress and recognise people working differently for the first time
Attend key delivery moments in person -- go-lives, pilot launches, training sessions
05Sustainment0/4 complete
Stay visibly engaged after the program formally ends -- reference the change in leadership meetings
Ensure performance management, KPIs, and reward systems reflect the new way of working
Hold leadership peers accountable for sustaining the change in their areas
Commission reviews at six and twelve months focused on behaviour change, not just technical completion
Learn what genuine executive sponsorship looks like at each phase of the change journey, with real-world case studies and a readiness checklist.
Related Knowledge: Building Sponsorship