Recently a friend of mine wrote an article about a project I led a few years ago. As he and I were emailing back and forth about his article that he was mulling over, he came out on top with that project, as successful projects are never just about the project manager.

We had a skilled and enthusiastic team and we had great sponsors. As I thought more about other successful projects I’ve led or been a part of, it seemed to me that great sponsorship was a consistent pattern. Strong teams and strong project managers can overcome mediocre sponsorship to deliver not-bad projects. Really excellent projects need strong teams, strong project managers, and great sponsorship.

Of the many great sponsors I have been lucky enough to work with, few have had the same personality or set of business skills. So, I started to think about what they shared. Here is my list of things to look for in a sponsor or aspire as a sponsor. I’m sure many of you can add to this list and I’d love to hear from you!

Clear understanding and clear dissatisfaction with the current state.

• They understand what is wrong or not working and why.
• They understand the business consequences of problems.
• They believe that the current state is unsustainable
• They share this with everyone, often not blaming, but explaining.

Clear sense of future direction without preconceived notions of the final solution

• They know what business results they need from the project
• They believe that the project can and will provide a solution that delivers the necessary results.
• They trust the project team to come up with solution options and a recommended solution as part of project execution.
• They communicate all of this to everyone, often with a sense of passion and persistence.

Active in risk management.

• They are not head-in-the-sand optimists or fearful of people who present risks and challenges to them.
• They hope that those who identify risks will also propose risk mitigation actions.
• They see risk plans not as pessimism but as the method to ensure realistic and sustainable optimism.
• They share that brand of optimism with everyone, often

Make the right decisions

• They establish clear boundaries and a framework for decision-making in collaboration with the project manager and based on the needs and situation of that project.
• They do not usurp the role of the project manager and the team in making project-based decisions about how the project is executed.
• They make the decisions they are asked to make as quickly as possible to help the team avoid delays.
• They make it easier for others to make decisions when (not if, when!) politics threatens to derail progress
• They are not afraid to make decisions and support the decisions they make and the project team makes.
• Communicate necessary or made decisions as often as necessary to whomever is necessary

Willingness to serve the project and the project team.

• They expect the project manager to inform them when there are problems; however, they are not invisible until a problem arises; they check in to see how things are going not as micro-managers, but as servants of the team, ready and willing to help
• They clear roadblocks that only they, with their authority and position, can clear
• They don’t take on the problems that the project team can handle; trust that the team will do its job
• They provide a dome of protection and focus for the project team; help the project manager ensure that the project team is not assaulted by their talent or diverted to things that do not meet the project objectives
• They keep the project visible and reiterate its importance to everyone, often

Expect results and are willing to pay for them

• They set high standards of behavior and action and expect the same from the project team.
• They do not set unrealistic or unattainable goals; however, they expect the team to be better than the sum of its individual members and to strive
• They do not expect to get great results at bargain prices nor do they offer an open wallet
• They provide that sense of balance on the path to results for everyone, every time.
• Acknowledge the results
• Celebrate intermediate results and final results
• They provide ongoing encouragement to the project team and everyone involved in or affected by the project.
• They divert the glory to those who worked on the project in whatever capacity.
• They share their enthusiasm and pride widely

I can think of many more detailed elements, but these are the key things I look for in a sponsor.

Perhaps not surprisingly, this is a very similar list of things I look for in a leader!