A good sponsor must have the following characteristics
| Power | The organizational power to legitimize the change with the target population. |
| Pain | A sufficient degree of pain regarding the status quo. |
| Vision | A clear definition of what change must occur |
| Resources | A thorough understanding of the organizational resources (time, money, people, etc.) needed for a successful implementation, and the ability and willingness to commit what is necessary to the project. |
| Organizational Impact | A total, in-depth understanding of the effect the change will have on the organization. |
| Human Impact | The capacity to fully appreciate and empathize with what the targets are being asked to change about the way they operate. |
| Scope | The capacity to thoroughly understand the size of the group to be affected by change. |
| Public Role | The ability and willingness to demonstrate the type of public support necessary to convey strong organizational commitment to the change. |
| Private Role | The ability and willingness to meet privately with key individuals or groups in order to convey his or her strong personal support for the change. |
| Consequence Management | Prepared to promptly reward those who facilitate the implementation process or express displeasure with those who inhibit acceptance of the change. |
| Monitoring activities | The determination to ensure that monitoring procedures are established that will track the progress or problems that may occur during the implementation process. |
| Sacrifice | The commitment to pursue the task knowing that a personal, political, or organizational price may be paid for implementing the change. |
| Sustained Support | The capacity to demonstrate consistent, sustained support for the change and reject any course of action with short-term benefits if it is inconsistent with the implementation process. |
Source: Selected Readings in Creating Healthy Organizations, LIOS handout.
Based on Managing at the Speed of Change, by Daryl Connor.