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’' 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, there also are 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. In that case, individuals are advised to better understand both the role of sponsorship and how to advise upwards when a sponsorship culture is weak, ineffective, unfamiliar, good but not great, or missing.  The key message is--take the initiaitive! The concepts and practices apply to all forms of work, disciplines, and industries.

A good sponsor needs to deal with resource availability, minimize functional barriers, get help from senior management, and be sure the right tools are used. A key obligation of every sponsor is to create the right environment for success. Problems and issues that arise from people at work are greatly eased when effective sponsors are fully present and skilled in fulfilling their roles.

Success starts with a strong commitment to improve. Leaders become better prepared as sponsors of work by taking inventory of their talents, skills, and behaviors and putting appropriate action plans in place. They need to acquire skills and knowledge to transition from commander to sponsor.

Realize that a command and control leadership style is the old story of applied leadership; the new story is a focus on coaching and mentoring, engaging people to do their best work, learning from each other and from experiences, both good and bad, and doing it faster than competitors.  To manage upwards, create a political plan that accesses the power to do good and get results. If necessary, become a project office of one (POO). Be the instigator of a learning organization. Motivate others to join in the quest to create a greater good. Throughout this process, have fun!

Key lessons are these:

• Illustrate where the absence of thoughtfully assigned sponsors with well-defined and clearly understood responsibilities is a major cause of difficulties and frustrations in many types of work.
• Complex programs that cross internal and external organizations require a structured approach to sponsorship.
• Senior executives are more effective when they understand their role as sponsors and do not delegate this responsibility to lower levels.
• Publicize how well-executed sponsorship brings financial results, increases motivation and participation, and improves productivity of the organization.
• Accept managing upwards as part of your purpose as an effective leader, regardless of where you are in the organization or what work you do.
• Know that sponsors need followers who urge them to be better sponsors and care enough to help them move forward.
• Workers at all levels, for the own well being as well as for the organization, have both an obligation and the means to manage upwards.
• Both sponsors and leaders of work need to convey a positive attitude that extends across the team and all stakeholders.

Randy Englund, www.englundpmc.com

Co-author, Project Sponsorship: Achieving Management Commitment for Project Success