In a transactional relationship, interactions with executive sponsors tend to be task-oriented, focused on approvals, check-ins, or reporting. While necessary, these limited engagements often fail to build the trust and alignment needed for true executive advocacy. On the other hand, relational sponsorship is built on mutual trust, collaboration, and a shared commitment to driving meaningful change.

To bridge this gap, change practitioners must be intentional about deepening relationships, fostering trust, and aligning their efforts with executive priorities. Here’s how to make that shift.

The Executive Sponsorship Spectrum: From Transactional to Relational

The first step is recognising where the sponsorship relationship falls on the spectrum:

  • Transactional Sponsorship: Characterised by formal, task-based interactions, such as signing off on plans or attending required meetings.
  • Relational Sponsorship: Built on trust, open communication, and a shared vision for success, with sponsors proactively advocating for change.

The most effective executive sponsors are those who go beyond passive support to become visible, engaged champions of change. Moving them toward this level requires a strategic approach.

Communication: The Foundation of Strong Executive Relationships

Clear, consistent, and transparent communication is the foundation of any successful relationship with executive sponsors. However, many change practitioners fall into the trap of communicating only when they need approvals or updates, missing opportunities to build deeper engagement.

Strategies for Effective Communication:

  • Frame the conversation around value: Executives respond best to discussions that link change initiatives to business outcomes. Instead of focusing on process details, highlight the impact on revenue, efficiency, or competitive advantage.
  • Use their preferred communication style: Some executives prefer high-level summaries, while others want detailed insights. Tailoring your approach demonstrates respect for their time and priorities.
  • Keep sponsors proactively informed: Regular check-ins should go beyond status updates—engage them in discussions about risks, opportunities, and strategic decisions.

By making communication a two-way dialogue rather than just a reporting mechanism, you establish credibility and keep executives engaged.

Building Personal Connection and Trust with Executives

Executives are more likely to champion change when they trust the change practitioner leading the effort. Trust is not built overnight—it requires consistent effort, integrity, and relationship-building.

Key Ways to Build Trust:

  • Demonstrate reliability: Deliver on commitments, meet deadlines, and follow through on promises.
  • Show strategic alignment: Speak their language by linking change efforts to corporate goals and demonstrating business acumen.
  • Be transparent about challenges: Instead of sugar-coating problems, involve executives in problem-solving and decision-making.

One of the most overlooked aspects of trust-building is personal connection. While professionalism is key, taking the time to understand an executive’s leadership style, pressures, and motivations can strengthen the relationship.

The Power of Time Investment and Alignment

Securing meaningful executive engagement requires time and patience. Many sponsors are juggling multiple priorities, and it’s easy for change initiatives to slip down their list. Change practitioners must be proactive in keeping the initiative visible and relevant.

How to Maintain Alignment:

  • Tie the initiative to executive priorities: Clearly link the change effort to their strategic objectives, ensuring they see its relevance.
  • Engage outside of formal meetings: Informal check-ins, quick updates, and involvement in executive forums help maintain visibility.
  • Make it easy for them to engage: Provide concise updates, pre-drafted talking points, and recommendations for their role in the change.

By demonstrating a long-term commitment to the partnership, you create an environment where sponsorship becomes second nature rather than an obligation.

Shifting Executives from Passive Sponsors to Active Change Champions

One of the biggest challenges in executive engagement is moving from passive sponsorship—where executives sign off on initiatives—to active sponsorship, where they visibly advocate for change.

To make this shift, change practitioners must equip and empower executives with the right tools and insights.

Key Actions to Drive Active Sponsorship:

  • Provide clear messaging: Equip executives with concise, compelling narratives they can use to communicate the change.
  • Encourage visible advocacy: Help them understand the importance of role modeling the change and communicating their support in meetings, emails, and town halls.
  • Foster accountability: Schedule regular sponsorship check-ins and measure their involvement to ensure they remain engaged.

When executives take ownership of their sponsorship role, they influence the entire organisation, accelerating adoption and reducing resistance.

Overcoming Common Challenges in Executive Engagement

Even with the best strategies, challenges will arise in engaging executive sponsors. Here’s how to tackle some of the most common roadblocks:

  • Disengaged Executives: If a sponsor is not actively involved, assess whether they understand their role and its importance. Provide clear expectations and demonstrate how their engagement will benefit the organisation.
  • Competing Priorities: When change is not a top priority, connect it to their existing goals and show how it supports broader business objectives.
  • Lack of Sponsorship Skills: Some executives may not know how to be effective sponsors. Offer coaching and structured guidance on their role.

By anticipating and addressing these challenges, change practitioners can keep executive engagement on track.

Conclusion: Cultivating Lasting Executive Partnerships

Shifting from a transactional to a relational partnership with executive sponsors is not an overnight process—it requires strategic communication, trust-building, and long-term investment. When executives move from passive buy-in to active advocacy, they become powerful allies in driving meaningful change.

By focusing on deeper relationships, aligning with their priorities, and empowering them with the right tools, change practitioners can cultivate executive sponsors who do more than approve initiatives—they champion them.