How project managers can help sponsors drive project success

The project management community regularly highlights the need for project sponsors to be more involved, better trained, and therefore fully aware of and engaged in their roles and responsibilities.

While these conversations are relevant, I believe that there’s an additional aspect that needs more attention which is how project managers interact with their sponsors. It’s easy and often fair to critique levels of sponsor engagement, but I suggest that it is project managers themselves who should adopt a more proactive approach in managing this relationship.

Sometimes, project managers tend to see the sponsor’s role as purely supervisory or high-level and not necessarily something that requires ongoing, proactive engagement. But this mindset misses a crucial opportunity for project success. When done right, a project sponsor plays a key role in guiding projects through to delivery, providing high-level decision-making, ensuring resources, and offering strategic direction. In effect, a good sponsor should act as the bridge between the project team and the executive level, ensuring alignment with organisational goals and providing the appropriate degree of support.

The project manager’s role in engaging the sponsor

One of the most impactful actions a project manager can take is to proactively reach out to sponsors on a regular basis. Rather than waiting for issues to escalate or for sponsors to periodically engage in steering committee meetings and in other formal checkpoints, project managers should be actively engaging with sponsors throughout the project lifecycle. Emotional intelligence is critical here, as it allows project managers to better understand and adapt to the sponsor's needs, pressures, and communication styles.

There are several ways in which this can be addressed, including:

Clarifying expectations: It’s important that project managers take the lead in clarifying expectations from the beginning. Sponsors may not always have a clear understanding of what the project needs from them in terms of decision-making or resources. Often, this is due to inexperience or competing priorities. Proactively explaining these needs helps put the project front and centre in the sponsor’s mind and helps avoid potential misunderstandings and delays. Rather than waiting for sponsors to undertake related training, which may not happen, project managers themselves can leverage their experience and act as educators.

Regular check-ins: Set up regular one-on-one check-ins with the sponsor. These conversations don’t need to be lengthy or formal but can serve as a valuable opportunity to update the sponsor on progress, keep them involved and ensure alignment. They also provide an opportunity for the project manager to understand the sponsor’s communication preferences, their pain points, and their strategic priorities. Tailor your interactions accordingly.

Highlight risks early: One of the key responsibilities of a project sponsor is to help manage risks. However, sponsors can’t do this if they’re unaware of risks until they become full-blown issues. By regularly discussing key risks, project managers provide their sponsors with the opportunity to address them before they escalate.

Focus on strategic discussions: Sponsors are often busy with broader organisational responsibilities, so when project managers meet with them, the discussions should focus on strategic elements, not on granular details. By preparing concise, clear updates that highlight relevant discussion points, project managers can make the most of their sponsor’s time while keeping them engaged.

Working in Partnership: A strong sponsor-project manager relationship is a partnership. Project managers should see their sponsors as allies in driving the project’s success. This includes sharing challenges, seeking advice, and identifying solutions. Treating the sponsor as a key part of the team, rather than as a senior figurehead who is distant from the team creates a collaborative dynamic that can lead to improved traction and delivery success.

The Benefits of Proactive Engagement

So why should project managers put extra effort into engaging their sponsors more proactively? The answer is that increased sponsor engagement leads to better project outcomes. A sponsor who is regularly engaged and kept in the loop is more likely to provide timely support, make faster decisions, and advocate the project at the executive level. This can help the project overcome obstacles more efficiently and ensure alignment with the organisation’s strategic objectives.

Furthermore, sponsors who feel they have a strong relationship with their project manager are much more likely to trust their judgment, which leads to more autonomy for the project manager in the decision-making process. The stronger the relationship, the smoother the project runs.

Conclusion

 Ultimately, while project sponsors undoubtably play a crucial role in guiding a project, the responsibility for a successful sponsor-project manager relationship doesn’t fall solely on the sponsor. Project managers must take an active role in engaging their sponsors, fostering open communication, and ensuring that their sponsors are equipped to support the project effectively. By doing so, project managers can create a more collaborative, productive working environment and improve the likelihood of project success.

Richard Ogston - 2024