Most leaders want change—but they don’t always own it.

They mandate the transformation, announce the vision, and are happy to take the credit, but when it comes to execution, project teams are kind of left on their own to figure out:

• How to pull resources from already stretched teams
• How to secure budget and stakeholder buy-in
• How to navigate leadership misalignment when priorities clash
• How to drive execution in a culture that is either change-fatigued or not change ready at all.

The result? Projects stall, employees disengage, and change becomes an ongoing noise that disrupts, but doesn’t deliver. If leaders aren’t actively sponsoring change, they’re not just failing to keep things moving forward, they’re actively sabotaging the potential for success.

So here’s our take on how to turn reluctant leaders into real change sponsors.

Change Leadership Isn’t Just About Announcing the Vision

Many leaders believe their job is to set the direction, communicate the “why,” and let the teams handle execution. That’s a good start, but that’s not change leadership, it’s delegation. Change leaders must do more than set the vision. They need to:

• Remove barriers and secure resources—not wait for struggling teams to cry for help.
• Champion the initiative across all levels throughout the process, not just at launch.
• Stay visible and engaged throughout execution—not disappear after kickoff.

Change leadership is about executive engagement. Leaders must model commitment, hold themselves accountable, and reinforce change through actions, and active support, not only words.

Stop Leaving Project Teams to Fight for Resources

Change initiatives require time, talent, and budget, but too often, leaders don’t allocate what’s needed to execute properly. They often underestimate the effort required and the disruption that needs to be thoughtfully managed. Instead, project teams are expected to “make it work”, forcing them to beg, borrow, and negotiate for resources across different departments – often without the necessary authority or mandate to get what they need.

Change leaders need to:

• Commit to providing the funding required to achieve success, and not force teams to fight for the absolute basics.
• Allocate dedicated people resources rather than relying on team members to deliver transformation on top of already high existing workloads.
• Align funding, staffing, and strategic priorities before launching the initiative, to avoid being side-tracked or caught off-guard once the project gets going.

Make Sponsorship Real, Not Just a Name on a Slide

Many executives are sponsors in name only, either for the prestige, or to fill in a check-box. But sponsorship isn’t about the initial sign-off for a project plan. It’s about executives engaging and taking an active role in success. But most sponsors fail to make a noticeable impact because they misunderstand their role:

• They assume the change is moving forward, but never check in with the project team or the organization.
• They expect teams to escalate roadblocks, but don’t make the time or create a culture where that’s possible.
• They want fast execution, but don’t recognize their role in removing obstacles by ensuring the other leaders are aligned.

💡 The Fix:

• Sponsors need to have a clear understanding that their role goes beyond just initial endorsement.
• Leaders must make the time to engage regularly, not just at project milestones.
• Sponsorship must be incentivised: leaders should be held accountable for how they support change and for the benefits achieved by the organization.

Coaching Leaders to Take Ownership of Change

Many executives don’t know how to sponsor change effectively; they’ve never been coached on what good change leadership looks like. Change coaching helps leaders:

• Understand and commit to the responsibilities of what active sponsorship requires.
• Effectively structure their management time so that they fulfil their sponsorship duties and stay engaged over time.
• Develop the skills to facilitate a change-ready culture, instead of relying on outdated, hands-off and top-down approaches.

So, How Do You Turn Leaders into True Change Sponsors?

Change leadership doesn’t just happen automatically; it’s a business-critical skillset that can be taught and learned. But it also requires a leader to shift into a mindset of openness, learning and continuous practice.

At Changentum, we work with executives to turn passive sponsors into active change leaders—ensuring change isn’t just a top-down mandate, but a fully supported initiative.

🚫 No more passive sponsorship with no real commitment.
🚫 No more expecting project teams to make change happen alone.
🚫 No more leaving execution to chance.

Change succeeds when leaders own it, support it, and drive it forward.
📅 Schedule a Call to build real change leadership in your organization.