Article 9 – When the Sponsor Is the Barrier
When Sponsorship Becomes the Risk
We talk a lot about the importance of sponsorship in change. The research is clear. Visible, active, and consistent executive sponsorship is one of the strongest predictors of adoption success.
But what happens when the sponsor - the person meant to model commitment, guide decisions, and clear obstacles - becomes the obstacle?
It’s one of the most difficult dynamics in adoption work, and one of the least discussed. Because naming it can feel political. Risky. Disloyal. And yet, anyone who’s worked in transformation long enough knows how quickly a disengaged or misaligned sponsor can derail momentum.
How Misalignment Shows Up
Sometimes the signs are subtle. A sponsor who shows up to kickoffs but disappears afterward. One who agrees in meetings but doesn’t challenge resistance when it surfaces. One who signs off on messaging but sends conflicting signals in their own behavior.
Other times, it’s more direct. A sponsor who undercuts the change in private conversations. Who insists on unrealistic timelines. Who avoids conflict. Who refuses to engage the tough conversations that real adoption requires.
In every case, the impact is the same: confusion, delay, fear, disengagement. When the sponsor isn’t fully aligned, the rest of the organization follows that lead - whether consciously or not.
When Intention Is Not the Problem
It’s not always about intention. Most sponsors don’t set out to become blockers. But leading adoption demands more than positional authority. It demands presence. Modeling. Courage. Consistency. It requires walking the talk - and being visible doing it.
When that doesn’t happen, change agents are left trying to compensate. They chase alignment. Over-communicate. Coach from the sidelines. Adjust timelines. Manage stakeholder doubt. In the process, they burn out. And adoption stalls.
What Real Sponsorship Requires
So what can be done?
First, the issue must be named - respectfully, clearly, and early. Not in judgment, but in service of the outcome. Avoiding the conversation doesn’t protect the sponsor. It protects the problem. The longer it stays unspoken, the more it solidifies.
Second, sponsorship must be supported. Many sponsors are in the role because of hierarchy, not readiness. They may not fully understand what sponsorship requires - the time, the visibility, the alignment, the accountability. They need coaching, not just instructions. They need feedback loops. They need space to grow into the role - and sometimes, a mirror to see what’s missing.
Third, organizations must stop treating sponsorship as symbolic. A name on a slide does not create adoption. Influence does. Behavior does. The work of real sponsorship is active. It’s visible. It’s uncomfortable. And it matters more than most leaders realize.
The hardest truth? Sometimes the change doesn’t need more communication, training, or engagement. Sometimes, it just needs the sponsor to lead.
Need Support Navigating a Similar Situation?
If this scenario feels familiar, you are not alone. Many organizations struggle when sponsorship is misaligned or when the biggest barriers to adoption sit at the top.
HSO works with leaders and change teams to strengthen sponsorship, address resistance early, and create the conditions for real adoption. Our dedicated change management team partners with you to move beyond surface‑level support and into visible, effective leadership.
Contact us to get started.