RANDALL L. ENGLUND ENGLUND PROJECT MANAGEMENT CONSULTANCY WWW.ENGLUNDPMC.COM 1 From Commander to Sponsor: Building Executive Support for Project Success Randall L. Englund Introduction In the action and historical drama film Master and Commander, Captain Jack Aubrey (played by Russell Crowe) of the British frigate HMS Surprise, faces a problem about how to make his ship appear invisible in pursuit of the French privateer Acheron, a cutting-edge ship both heavier and faster than his own. His mission is to “burn, sink or take her a prize.” He walks into the cabin where the ship’s doctor Stephen Maturin (played by Paul Bettany) studies strange creatures that reside on the isles of the Galapagos Islands. The doctor and his young assistant describe the rare phasmid, stick insects whose natural camouflage makes them resemble a stick, difficult to spot, and able to confuse their predators. The captain gets an idea. The next scene shows the doctor coming up on deck and seeing the warship being disguised as a whaling ship. The privateer, in greed, would come in close to capture the ship rather than destroy it outright. Captain Aubrey says, “A nautical phasmid, Doctor. It’s amazing how much one can learn about naval warfare by observing nature. I intend to take a greater interest in the bounty of nature from now on. I had no idea that the study of nature could advance the art of naval warfare. Now to bring this predator in close and spring our trap.” The doctor corrects him, “Jack, you’re the predator.” Several points from these scenes demonstrate how the captain transitioned from commander to sponsor. Faced with a clear-cut mission to accomplish, he practiced management by wandering around (MBWA). He sought out advice from people on his team and listened to what they were working on. He applied an organic approach to solving problems, realizing that nature and natural living systems have much to offer when applied to work situations. The captain did not need to have all the answers or take the credit; solutions are present in the people, process, or environment wherein we reside. Innovative ideas can come from anywhere. Finding solutions requires inquiry, adoption, adaptation, and application. In becoming a predator, he assumes the role of an aggressive, determined, or persistent person, all the while maintaining his role as a sponsor and leader. The captain has the authority to implement the creative solution and complete the mission. While military models often portray a command and control approach, they also depict times when sponsorship is the desired role. Many people find themselves wanting to contribute more within their organizations but feel constrained by the limits of commander leadership. This paper addresses both the role of sponsorship and how to advise upwards when a sponsorship culture is weak, ineffective, unfamiliar, good but not great, or missing. Much of the discussion draws from the discipline of project management and the world of projects, as that is where the authors live and breathe on a daily basis. The concepts and practices apply, however, to all forms of work, disciplines, and industries. This paper is organized to first discuss the need for sponsors, followed by attitudes and steps to follow to manage upwards, and then summarizes lessons learned to facilitate the transition from commander to sponsor.