Navigating executive sponsorship: securing and sustaining senior backing
The leverage of senior backing
Few assets are as powerful as executive sponsorship. A senior leader’s visible support can accelerate your initiative, shield you from resistance, and open doors that would otherwise remain closed
However executive sponsorship isn’t automatic. It’s not enough to have a good idea or a strong business case. Executives are constantly balancing competing priorities, risks, and personal agendas. To secure and sustain their backing, you need to understand what executive sponsorship really means and how to navigate it with political savvy
Why executive sponsorship matters
Executive sponsorship will give you:
access. Sponsors open doors to forums and decision makers that you can’t reach on your own
credibility. Their endorsement signals legitimacy to peers and stakeholders because that executive is putting their own reputation on the line for you
protection. Sponsors shield you from blockers and political headwinds
acceleration. With senior backing, initiatives move faster through the approval processes
visibility. Sponsorship raises your profile as much as it raises the profile of your project
Without executive sponsorship, even the best ideas can stall. With it, momentum builds and snowballs rapidly
The difference between support and sponsorship
Support is nice but sponsorship is necessary. It’s the difference between whether the executive will go out of their way to help you succeed or they will simply cheering for you from the sidelines:
support is verbal encouragement. “I like your idea”
sponsorship is active advocacy. “I’ll put my name, reputation, and resources behind this”
The anatomy of a strong executive sponsor
When you have a strong executive sponsor, you will know it. They provide:
influence. They have credibility and reach across the organisation
alignment. Your initiative connects to their priorities or legacy
commitment. They’re willing to invest time, reputation, and resources in you &/or your idea
visibility. They can amplify your initiative in the right forums
resilience. They can withstand pushback and still have your back
Not every senior leader is a strong executive sponsor. Some will provide sponsorship in name only, meaning they are really closer to being a supporter who perhaps provides you with the funding you need in exchange for an expectation of a return on their investment. They expect you to make it happen and hold you deeply accountable without providing you everything that strong executive sponsorship should. Choose wisely
Example 1: The passive supporter
A Transformation Lead secured a senior leader’s verbal support but no visible advocacy. When resistance emerged at a critical make or break moment in the program, the senior leader stayed silent and let the Transformation Lead fend for themselves. The initiative stalled
Lesson: promises of support or sponsorship without advocacy is meaningless
Example 2: The active champion
A General Manager in Product secured sponsorship from a senior executive who tied the initiative to her own strategic priorities. She spoke about it in board meetings, defended it against critics, and ensured resources flowed. The initiative launched successfully and the resulting product became a significant contributor to the following financial year’s revenue results
Lesson: true executive sponsors have skin in the game and know that the initiatives success is tied to their own success
Example 3: The misaligned sponsor
A General Manager in Technology Transformation secured sponsorship from a senior leader in the business whose priorities later shifted. The executive sponsor’s attention moved elsewhere, leaving the initiative exposed. It gradually lost priority to other initiatives and it became much more difficult to execute
Lesson: executive sponsorship must be sustained, not assumed
Securing and sustaining executive sponsorship
Securing strong executive sponsorship is as much an art as it is a science. Begin by:
identifying potential executive sponsors. Who has influence, credibility, and alignment with your initiative? Who stands to benefit if your initiative succeeds?
understanding their priorities. What matters most to them right now? How does your initiative advance their goals?
framing the ask. Position your initiative as solving their problem or advancing their agenda. Be specific about the kind of sponsorship you need (e.g. visibility, protection, resources)
building trust. Demonstrate credibility with data and delivery. Show discretion and reliability
securing visible commitment. Ask for public advocacy, not just private support. Ensure their backing is being seen by others
Arguably, sustaining strong executive sponsorship can sometimes be harder than securing it. Things you can do to keep it alive include:
keeping them informed. Provide concise, regular updates. Anticipate questions and risk
make them look good. Frame wins as shared successes. Protect their reputation as much as you protect your own
manage their risk. Flag issues early. Offer solutions, not just problems
refresh alignment. As priorities shift, review and reframe your initiative to stay relevant
show gratitude. Acknowledge their role publicly and privately. Reciprocity strengthens the relationship
Feel like there can be some risk to the executive sponsor you secured? Try:
dual sponsorship. Secure backing from more than one executive to reduce dependency
shadow sponsorship. Sometimes a senior leader quietly supports you behind the scenes. Leverage this whilst seeking visible champions
sponsor the sponsor. Help them achieve their goals. Sponsorship is reciprocal
exit gracefully. If a sponsor withdraws, protect the relationship and pivot to new backing
Common mistakes leaders make
Securing and sustaining the support or sponsorship of an executive can be difficult given how much they have on their plates and how little time there is that they can realistically give you. It can be easy for product and transformation leaders to miss the signs and signals to make these common mistakes:
confusing access with sponsorship. Being in their calendar doesn’t mean they’ll advocate for you
over relying on one sponsor. If they leave or priorities shift, your initiative collapses
failing to manage optics. If your sponsor is seen as self serving, then you and your initiative inherits that perception by default
neglecting reciprocity. Sponsorship is a two way street and you must deliver value in return for this sponsorship
Gaining leverage without creating dependency
You need to think of executive sponsorship as a force multiplier that helps you move things along faster, not as a crutch to rely upon. There is a real danger of becoming overly dependent on one executive sponsor’s backing if you don’t have the foresight to actively leverage your own influence to broker alliances, or form coalitions that will help you when you most need it. The best product and transformation leaders:
secure executive sponsorship strategically
sustain it through trust and reciprocity
diversify sponsorship and support to reduce risk
build their own credibility and influence alongside executive sponsorship
Example 4: The resilient initiative
A Head of Product secured dual sponsorship from two executives with complementary priorities - the Chief Technology Officer and the Chief Executive Officer of the business unit. When one left the organisation, the other continued to champion the initiative. The project survived the senior leadership transition period when many others didn’t
Lesson: diversified sponsorship creates resilience
Your homework for this week
Who is your current sponsor? Are they truly advocating for you, or just offering you their verbal support?
Things you could do to help you with this:
identify one initiative that needs executive sponsorship
map potential executive sponsors and their priorities
frame your initiative in terms of their goals
secure visible advocacy, not just private support
sustain sponsorship through updates, reciprocity, and alignment
Why this matters
Executive sponsorship is the difference between momentum and stagnation. It’s the lever that multiplies your influence, protects your initiatives, and accelerates your career
Product and transformation leaders who navigate executive sponsorship wisely don’t just secure backing. They sustain it, align it, and diversify it. They know that when it comes to the dynamics of organisational politics, securing and sustaining executive sponsorship isn’t just about luck. It’s about having a solid strategy behind it
Want to secure and sustain strong executive sponsors who have your back?
Let’s work on this together. Here are three ways:
Influencing for Impact: This practical 2-day workshop is for you if you want to influence a decision maker, influence a change in customer or colleague behaviour, or influence someone to buy something from you
Executive and Leadership Team Coaching: Work directly with Lai-Ling to problem solve for your specific situation in a confidential setting. This is for you if you want to develop and execute on a game plan that is 100% tailored to you
Leadership Development: Invest in the product and transformation leaders in your company with leadership development that is customised for their role. This is for you if you want your people to learn about people and politics