#3 CEO vs CFO Sponsor

When recruiters evaluate candidates, "employee fit" is often a crucial factor. Beyond skills and experience, they carefully consider how well the candidate will mesh with the existing team.

Will they click with their future colleagues?

Will their personality complement the team dynamics?

But here's the twist for project managers - we rarely get this luxury. While our line manager stays constant, we frequently work with different project sponsors. Every 6-9 months, as we move between projects, we face new sponsors with distinct personalities and working styles.

And guess what? Nobody checks if we're a "good fit" with them.

Project managers must be the ultimate adaptable professionals. We're like the chameleons of the corporate world - constantly adjusting our approach to match our environment.

Flexible yet in control, agile yet structured.

Darwin would definitely appreciate our evolutionary skills!

In my experience, while every sponsor is unique, they often fall into two distinct categories - what I call the "CFO type" and the "CEO type." These aren't about actual job titles, but rather about mindset and approach.

Let me explain what I mean...

The CFO-type sponsor

The CFO-type sponsor takes a more measured approach, focusing on precision and risk management. They'll want to know if you've considered all possible scenarios and whether every process step has been properly documented. Their questions often start with "Have we checked..." or "What could go wrong if..." - reflecting their natural inclination toward thorough analysis and rule compliance.

The CEO-type sponsor

The CEO-type sponsor is all about seizing opportunities and driving growth. They'll often challenge you with questions like "Have you called that company we're thinking of partnering with?" or "What if we could expand this solution to other markets?" These sponsors aren't afraid to bend internal rules when they see potential value, and they'll typically encourage you to think beyond your traditional project manager boundaries.

Tip #1: Know Your Sponsor

Pay close attention to your sponsor's in the first few interactions to get a feeling whether you're dealing with a CEO-type or CFO-type mindset. Understanding this early will help you position your project management strategy in a smart way.

Let me share my experience in two such cases.

ERP project with a CFO Sponsor

During an ERP implementation project, I worked with a meticulous finance director who exemplified the CFO mindset. His focus on potential risks was remarkable - constantly asking about data security, access controls, and process gaps. Our regular 1-2-1 catchups were deep dives into "what-if" scenarios and additional safeguards. While this meant maintaining rigorous project documentation, this careful approach led to one of my most successful implementations. Looking back, he was one of the best sponsors I've worked with - proving that when process discipline meets genuine engagement, magic happens.

M&A project with a CEO Sponsor

Then there was this dynamic general manager with global experience, overseeing a potential M&A deal. "Project structure? Do what works, but that won't move the business," she said. Instead of formal protocols, she encouraged direct communication and empowered me to lead key negotiations directly with the target company. Her style was unpredictable - she'd be unreachable for weeks during global business trips, then suddenly call: "How's the negotiation going? Do you think they're serious about selling?" or "Have you visited their R&D department yet?" You had to be ready with clear, direct answers at any moment.

The real shocker came one Monday morning when she called out of the blue:

"What do you think about becoming the General Manager of the factory we're acquiring?"

“Well…uhmm….”

Here comes Tip #2: Adapt Your Style to Your Sponsor

Before your next project, check my Sponsor Matrix (see Pic.1) to help you prepare:

Remember - while these patterns are helpful guides, don't fall into the trap of rigid categorization. The same sponsor might wear a CFO hat for a compliance-heavy project and switch to CEO mode for a market expansion initiative.

In fact, the most skilled business leaders consciously adapt their approach based on the project's context.

As you grow in your PM career, you need to keep developing your "sponsor sense" - that intuitive ability to read and adapt to different sponsor styles. How to structure your project updates, frame your decisions, and shape your requests in a way that resonates with their natural preferences and concerns.

This flexibility isn't just about single project success - it's about

making your performance shine in their eyes.

This may lead to more “CEO” Monday calls to skyrocket your career ??