A good sponsor must have the following characteristics
|Power||The organizational power to legitimize the change with the target population.|
|Pain||A sufficient degree of pain regarding the status quo.|
|Vision||A clear definition of what change must occur|
|Resources||A thorough understanding of the organizational resources (time, money, people, etc.) needed for a successful implementation, and the ability and willingness to commit what is necessary to the project.|
|Organizational Impact||A total, in-depth understanding of the effect the change will have on the organization.|
|Human Impact||The capacity to fully appreciate and empathize with what the targets are being asked to change about the way they operate.|
|Scope||The capacity to thoroughly understand the size of the group to be affected by change.|
|Public Role||The ability and willingness to demonstrate the type of public support necessary to convey strong organizational commitment to the change.|
|Private Role||The ability and willingness to meet privately with key individuals or groups in order to convey his or her strong personal support for the change.|
|Consequence Management||Prepared to promptly reward those who facilitate the implementation process or express displeasure with those who inhibit acceptance of the change.|
|Monitoring activities||The determination to ensure that monitoring procedures are established that will track the progress or problems that may occur during the implementation process.|
|Sacrifice||The commitment to pursue the task knowing that a personal, political, or organizational price may be paid for implementing the change.|
|Sustained Support||The capacity to demonstrate consistent, sustained support for the change and reject any course of action with short-term benefits if it is inconsistent with the implementation process.|
Source: Selected Readings in Creating Healthy Organizations, LIOS handout.
Based on Managing at the Speed of Change, by Daryl Connor.