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	<title>Change Thinking &#187; sponsorship</title>
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	<link>http://changethinking.net</link>
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		<title>Guest Interview—Dean Anderson</title>
		<link>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson</link>
		<comments>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson#comments</comments>
		<pubDate>Tue, 26 Jul 2011 17:24:36 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Dean Anderson Interview]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[bad business]]></category>
		<category><![CDATA[cascade]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2110</guid>
		<description><![CDATA[I recently interviewed Dean Anderson, a thought-leader in the field of organization transformation. Dean's unique understanding of mindset, culture, and process gives him a deep strategic perspective, but he also has a depth and strength of character that very few people in the industry offer. During our conversation, Dean talked about the correlation between success and leaders’ mindsets, whether change should be managed from the top down or bottom up, and the number one way to make resistance to change go away.]]></description>
		<wfw:commentRss>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Tactics for Building Commitment</title>
		<link>http://changethinking.net/commitment-in-change/tactics-for-building-commitment</link>
		<comments>http://changethinking.net/commitment-in-change/tactics-for-building-commitment#comments</comments>
		<pubDate>Tue, 01 Mar 2011 20:52:22 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Commitment in Change]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1608</guid>
		<description><![CDATA[Change practitioners who understand the eight stages of building commitment can apply them to help generate momentum and critical mass during various engagements. In this post, I talk about barriers to success at each stage, and actions that can be taken to move people to the next stage. Also included is a downloadable table.]]></description>
		<wfw:commentRss>http://changethinking.net/commitment-in-change/tactics-for-building-commitment/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Are We There Yet?</title>
		<link>http://changethinking.net/momentum-and-critical-mass/are-we-there-yet</link>
		<comments>http://changethinking.net/momentum-and-critical-mass/are-we-there-yet#comments</comments>
		<pubDate>Wed, 26 Jan 2011 22:11:59 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Momentum and Critical Mass]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[cascade]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[consequences]]></category>
		<category><![CDATA[enrolling]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[lenses]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1434</guid>
		<description><![CDATA[Some organizational initiatives are so big, it isn’t easy to judge when there is sufficient forward movement. Activity and enthusiasm are great, but they don’t always translate into genuine, sustainable advancement. Even measurable headway toward the intended outcomes can be suspect if we can’t tell that enough movement has occurred to ensure backsliding and regression won’t take over at some later point.
Practitioners can use many approaches in this kind of situation. In this blog post, I’ll share with you how I deal with these kinds of questions.]]></description>
		<wfw:commentRss>http://changethinking.net/momentum-and-critical-mass/are-we-there-yet/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Understanding the Key Roles in Significant Change</title>
		<link>http://changethinking.net/sponsoragent-relationship/understanding-the-key-roles-in-significant-change</link>
		<comments>http://changethinking.net/sponsoragent-relationship/understanding-the-key-roles-in-significant-change#comments</comments>
		<pubDate>Tue, 02 Mar 2010 16:00:37 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Sponsor-Agent Relationship]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[role]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=511</guid>
		<description><![CDATA[I hope you had a chance to read the series I just finished on the characteristics of resilient people and teams. Resilience is crucial for individuals and groups dealing with the stresses of change.

Now I’m going to pick up again with the sponsor-agent relationship, building on two previous series, sponsorship and agents. First, though,]]></description>
		<wfw:commentRss>http://changethinking.net/sponsoragent-relationship/understanding-the-key-roles-in-significant-change/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Ways Change Agents Can Help Sponsors</title>
		<link>http://changethinking.net/agents/ways-change-agents-can-help-sponsors</link>
		<comments>http://changethinking.net/agents/ways-change-agents-can-help-sponsors#comments</comments>
		<pubDate>Tue, 12 Jan 2010 21:15:19 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Agents]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[cascading]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[focus]]></category>
		<category><![CDATA[imperative]]></category>
		<category><![CDATA[initiating]]></category>
		<category><![CDATA[initiative]]></category>
		<category><![CDATA[local]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[organizational]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[primary]]></category>
		<category><![CDATA[process]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[sustaining]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=403</guid>
		<description><![CDATA[As I wrote in my last post, even sponsors with lots of experience leading difficult transitions need the help of skilled change practitioners.

Sponsors are most effective when we help them:

Have a clear definition of the change. Effective sponsors must see the desired state clearly and understand the overall intent.

Recognize and express their dissatisfaction with the present state. Successful sponsors need to be keenly aware that the organization cannot afford to fail at the change; they have to be tenacious about fully realizing the initiative’s objectives and communicate effectively to the organization.]]></description>
		<wfw:commentRss>http://changethinking.net/agents/ways-change-agents-can-help-sponsors/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>When You Need to Confront a Sponsor</title>
		<link>http://changethinking.net/sponsorship-strategy-execution/when-you-need-to-confront-a-sponsor</link>
		<comments>http://changethinking.net/sponsorship-strategy-execution/when-you-need-to-confront-a-sponsor#comments</comments>
		<pubDate>Sat, 19 Dec 2009 02:00:24 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Sponsorship]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[assessment]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[evaluation]]></category>
		<category><![CDATA[linear]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[square]]></category>
		<category><![CDATA[triangular]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=371</guid>
		<description><![CDATA[So here we are with all this knowledge (see my three previous posts) about what sponsorship is, its crucial role in realizing change objectives, and how it can be effectively applied and yet we find ourselves sometimes not utilizing what we know.

How is it possible that seasoned practitioners, well versed in the theory of sponsorship and its practical application, are reluctant to leverage this information?

Here are some examples of situations when sponsors (or agents and advocates) need to be confronted by us as change practitioners:]]></description>
		<wfw:commentRss>http://changethinking.net/sponsorship-strategy-execution/when-you-need-to-confront-a-sponsor/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Spot (and Help) a Good Sponsor</title>
		<link>http://changethinking.net/sponsorship-strategy-execution/how-to-spot-and-help-a-good-sponsor</link>
		<comments>http://changethinking.net/sponsorship-strategy-execution/how-to-spot-and-help-a-good-sponsor#comments</comments>
		<pubDate>Tue, 15 Dec 2009 19:00:37 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Sponsorship]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[initiative]]></category>
		<category><![CDATA[organizational]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=351</guid>
		<description><![CDATA[In the last two posts, we've examined things about sponsorship that many of us believe to be true. We’re also looking into why we sometimes stray from these axioms when we design interventions and/or interact with sponsors.

In my work, I’ve found that the most effective sponsors display a common set of characteristics. Of course, they’re expressed differently depending on the organization, the circumstances, and the personality of the sponsor, but in general, highly successful sponsors are purposeful, attentive, committed, decisive, and resolute. I’ll break these down into very specific statements and actions.]]></description>
		<wfw:commentRss>http://changethinking.net/sponsorship-strategy-execution/how-to-spot-and-help-a-good-sponsor/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Geometry of Sponsorship</title>
		<link>http://changethinking.net/sponsorship-strategy-execution/the-geometry-of-sponsorship</link>
		<comments>http://changethinking.net/sponsorship-strategy-execution/the-geometry-of-sponsorship#comments</comments>
		<pubDate>Tue, 08 Dec 2009 20:19:33 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Sponsorship]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[linear]]></category>
		<category><![CDATA[relationship]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[square]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[triangular]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=300</guid>
		<description><![CDATA[Let’s continue to explore what we know about sponsorship, and examine why we don’t always act in ways consistent with what we know. In addition to the axioms I talked about in my last post, there are certain relationship dynamics that offer us reliable ways to interpret events and help the sponsor.

The majority of the strategies used to manage the change process depend on certain relationship configurations that exist between sponsors, agents, and targets. The most common among these configurations can be described as Linear, Triangular, or Square in nature.]]></description>
		<wfw:commentRss>http://changethinking.net/sponsorship-strategy-execution/the-geometry-of-sponsorship/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Essential Truths About Sponsorship</title>
		<link>http://changethinking.net/sponsorship-strategy-execution/essential-truths-about-sponsorship</link>
		<comments>http://changethinking.net/sponsorship-strategy-execution/essential-truths-about-sponsorship#comments</comments>
		<pubDate>Wed, 02 Dec 2009 00:05:41 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Sponsorship]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[black hole]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[cascading]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[initiating]]></category>
		<category><![CDATA[initiative]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[sustaining]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=267</guid>
		<description><![CDATA[Of the four primary roles in the change process (sponsors, agents, targets, and advocates), none is as crucial to successful realization of change as that of sponsor. Yet, as practitioners, we often don’t bond with these leaders effectively enough to carry out our responsibilities. I think this is the biggest problem we face as practitioners: Even though we know how important sponsors are to successful change, we don’t always do what we could to help them succeed.

Guiding sponsors toward new behaviors and mindsets is the heart of our profession. Maybe it’s time to invest more energy in exploring what we need to learn and what needs to shift in our own actions so we can be more influential with sponsors.]]></description>
		<wfw:commentRss>http://changethinking.net/sponsorship-strategy-execution/essential-truths-about-sponsorship/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
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