If you are evaluating the performance of leaders in your organization, or looking to identify high-potentials, you most likely are measuring against a number of critical indicators for leadership success. What makes up the “DNA” of a high-performing leader? What does it really take to be successful in your organization? As you look down the list of measurement criteria, there’s likely one key measure that may be missing—it’s what we call the “S” Chromosome that every good leader must have.

 

 

If you guessed that the “S” Chromosome we’re talking about is related to Sponsorship behavior, you’re absolutely right. Your business leaders have probably participated in a multitude of professional development programs over the years, but few senior leaders are exposed to training focused on developing the all-important “S” Chromosome. The “S” Chromosome shows up in a range of different behaviors that reflect leaders’ ability to Express, Model, and Reinforce their commitment to business changes they must Sponsor. 

 

Substantial levels of commitment are critical from the senior manager who has the organizational power to authorize and legitimize the change. Similar commitment must be demonstrated by every manager in the organizational hierarchy down to the ultimate Target for the change.

 

These behaviors aren’t necessarily innate—in most cases, leaders can easily demonstrate them if only they are made aware of what they are. If you are involved in a business transformation, process improvement, innovation, Lean/Six Sigma, Restructuring, new technology, an M&A—any kind of business change—the best investment you can make from a learning perspective is to make certain your leaders are trained on what it takes to be a good Sponsor. No hardware, no software, no strategy can take the place of the “S” Chromosome. No matter how positive the change you are attempting to deliver, it won’t get done at speed, or on budget and it certainly won’t deliver the intended Return on Investment if you don’t have the Sponsorship you need.

 

 

So what does this “S” Chromosome look like? What are the behaviors that we seek to see in Sponsorship that is based on both Action and Position? The most comprehensive job description of good Sponsorship is detailed in the Accelerating Implementation Methodology (AIM)’s Sponsor Assessment tool. The 30 required behaviors the tool measures include visible demonstrations of commitment from the Sponsor such as:

Remember that low scores do not necessarily mean that the Sponsor is not committed to the specific change, but do indicate that the Targets do not perceive the Sponsor as demonstrating commitment to the change. Without perceived management commitment, implementation success is compromised.

 

When your leaders understand the importance and genetic make-up of the “S” Chromosome, they will be more likely to spend their most scarce resource, time, on those actions that will have the highest return on investment. The “S” Chromosome offers genetic clues on how to manage commitment in a different, but not harder, way.