The Relational Divide: Key Struggles Change Practitioners Face in Building Trusted Partnerships with Executives

When looking to fix a problem—whether it be a broken-down automobile, a laggy computer, or health concerns—one of the earliest steps is to identify where the challenges are happening. In a similar vein, I recently co-hosted a webinar about change practitioners elevating their engagement with executive change sponsors. In one part of the discussion, we explored the biggest challenges change management professionals face when trying to move from a transactional, task-oriented "pair of hands to get things done" role to a relational, trusted guide and change advisor with their executive sponsors. The insights gathered from participants during the webinar offer valuable lessons for practitioners to begin the process of identifying, addressing, and enhancing their sponsor relationships to drive more effective change. Here's what we learned:

Summary of Findings

Note: The percentages of the bar charts may not equal 100% because participants often mentioned multiple themes, or no main themes, in their responses. For example, if "Time" is mentioned by 17% of respondents, this means that 17% of all participants mentioned time-related challenges in their response; it does not mean that "Time" accounted for 17% of all responses.

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Time: The Most Significant Barrier

The most frequently cited challenge, mentioned by 17% of respondents, is the limited availability of sponsors for relationship-building activities. As one participant noted, there are often "lots of competing priorities, so there are few opportunities to really build that relationship." Another respondent succinctly stated, "sponsor got no time!!!!" This time crunch can make it difficult to move beyond transactional interactions.

Access: Getting Face Time with Sponsors

The second most cited challenge, highlighted by 13% of respondents and arguably very similar to the first challenge, is the difficulty in getting face-to-face time or direct communication with sponsors. While the first challenge of "Time" is more general, this challenge is more about the sponsor being accessible to the change practitioner. This includes both the ease of reaching sponsors when needed and the ability to secure meaningful interactions. One participant mentioned the challenge of "getting access to them when I need it," while another noted the obstacle of "not having a seat at the table in program leadership meetings." Another respondent highlighted the issue of "sponsor's accessibility and lack of time." This lack of access can significantly hinder the development of a more relational approach.

Personal Connection: Building Genuine Relationships

Developing a genuine, interpersonal relationship beyond formal roles is another significant challenge, cited by 8% of respondents. One participant noted that "unlike transactional interactions that focus on immediate tasks, relational approaches require a deep understanding of your sponsor's long-term goals and needs." Another mentioned the difficulty of "getting out of the formality of official relations." These responses highlight the need for change practitioners to find ways to connect with sponsors on a more personal level.

Trust: The Foundation of Strong Relationships

Establishing a foundation of mutual trust and credibility was cited as a key challenge by 7% of respondents. One participant noted that "if I'm not an SME, trust is more difficult to build, especially in science-based jobs." Another mentioned the need for "creating trust" as a key challenge. This underscores the importance of demonstrating competence and reliability to build sponsor trust.

Organizational Culture: Overcoming Systemic Barriers

About 4% of respondents pointed to workplace norms that may hinder relational approaches. Comments ranged from "task-focused culture" to "hierarchy between sponsor and CM Practitioner." These cultural barriers can make it challenging to shift from transactional to relational interactions.

Sponsor Buy-in: Gaining Genuine Commitment

Gaining genuine commitment and support from sponsors was highlighted by 4% of respondents. One participant noted the challenge when a "sponsor is just giving lip-service to the project... because they were assigned." Another mentioned sponsors "not taking the initiatives seriously enough." This lack of buy-in can significantly impede the development of a relational approach.

Additional Challenges

Several other challenges were identified, including:

• Expertise (3%): Demonstrating relevant knowledge and skills to earn respect.
• Alignment (3%): Ensuring shared goals and priorities between practitioner and sponsor.
• Commitment (2%): Sponsor's dedication to the change management process and relationship.

Implications for Change Management Professionals

1. Prioritize relationship-building activities, even in time-constrained environments.
2. Seek creative ways to increase face-time and direct communication with sponsors.
3. Focus on developing genuine connections beyond formal project roles.
4. Actively work on building trust and credibility with sponsors.
5. Be aware of and work to overcome organizational cultural barriers.
6. Develop strategies to increase sponsor buy-in and commitment to the change process.
7. Continuously demonstrate expertise and align goals with sponsors to strengthen the relationship.

Conclusion

Moving from a transactional to a relational approach with executive sponsors is crucial for effective change management, but it comes with significant challenges. By understanding and addressing these obstacles - particularly those related to time, access, personal connection, and trust - change management professionals can build stronger, more productive relationships with their sponsors.

As one participant aptly summarized, "We need to understand what state they are in and how we can assist them in moving to a more relational interaction." This insight encapsulates the key to success: a thoughtful, strategic approach to relationship-building that acknowledges and overcomes the common challenges faced in sponsor engagement.

By implementing these insights, change professionals can position themselves as valuable partners to executive sponsors, driving more successful and sustainable organizational change.

What challenges have you faced in building relational approaches with sponsors? Perhaps even more important, how have you addressed those challenges? Share your experiences in the comments below!