Project Prioritization: Contact Center Automation (part 4 of 4)

In a corporate environment, the success of an IT project often hinges on the support it garners from senior leadership and key stakeholders. Executive sponsors play a critical role in ensuring visibility, resource allocation, and strategic alignment, while engaged stakeholders help drive momentum and mitigate roadblocks. Drawing from his 26 years plus in the contact center industry, our expert Jim Simmons, founder of Queueless and former VP of Productivity and Initiatives of Synchrony Financial, offers insights into strategies for identifying executive sponsors, gaining their commitment, and engaging stakeholders effectively to support project success.

Why is finding an executive sponsor critical to a project’s success?

In the simplest terms, executive sponsors are where key decisions are made. Having an executive sponsor is not only about ensuring financial backing but also about securing the visibility and strategic alignment your project needs to survive and thrive. Executive sponsors drive the broader strategy within an organization, so having their support means that your project aligns with priorities that matter at the highest levels.

Executive sponsors are also gatekeepers of organizational focus. With their endorsement, a project gains credibility and can stand out among other competing initiatives. Without a sponsor, it’s easy for a project to get lost in the shuffle, especially if it’s up against revenue-generating initiatives or high-priority operational tasks. Thus, finding an executive sponsor is fundamental to positioning your project as a strategic asset to the business.

What strategies do you use to identify potential executive sponsors?

One straightforward approach is to start by examining the company’s organizational chart and identifying leaders who have a vested interest in your project. However, this is rarely as simple as it seems. It’s important to go beyond the titles and understand where your project fits within the broader organizational goals. This helps you pinpoint leaders whose priorities align most closely with your project’s objectives.

For example, when I pitched the Intradiem contact center automation project, the most obvious sponsors were within the operations area. However, we also had a team dedicated to managing strategic technical initiatives, making it essential to gain their support as well. This experience highlighted the need for a nuanced approach that considers both direct and indirect stakeholders. Additionally, engaging IT leadership was vital. IT was under pressure to deliver multiple initiatives within tight timelines, and gaining their support required ensuring they were not only aware of the project’s tactical needs but also aligned with its overall purpose and strategic significance.

Another valuable strategy is to leverage peer advocates who may already support the project. Strong peer support often translates into executive interest, as leaders frequently rely on input from their teams. Building advocacy within your peer group can lay the groundwork for higher-level sponsorship, helping create a foundation of support across multiple layers of the organization.

Once identified, how do you approach an executive sponsor to gain their commitment?

The first step is to understand their priorities and ensure your project aligns with their goals. It’s crucial to approach them with a clear sense of how your project can support their current initiatives. This might involve joining related projects or simply being aware of them so you can position your project as complementary. Alignment demonstrates that your project is relevant and shows that you are aware of their existing commitments.

Timing is also critical. Opportunities for brief conversations—such as in elevators, in hallways, or during meetings—can make a strong impact if you’re prepared. Being able to articulate your project’s value quickly and concisely is invaluable, especially when interacting with busy executives. This aligns with the idea of having different versions of your project pitch ready: a two-minute overview, a 15-minute presentation, and a 30-minute in-depth discussion.

Once you have an executive’s attention, it’s essential to be direct about asking for their support. Presenting your project and assuming they’ll get on board isn’t enough; you need to explicitly request their advocacy and explain why it matters. Often, executive sponsorship doesn’t require heavy lifting on their part but rather visible and vocal support. When you make your ask, emphasize the ways they can contribute without overburdening them—this might include attending key meetings, endorsing the project in conversations, or helping remove obstacles.

What are some common challenges in building advocacy and how do you overcome them?

One of the biggest challenges is a lack of awareness about who all the relevant stakeholders are, particularly in larger organizations where roles and responsibilities are more segmented. For instance, when working on the Intradiem project, I initially missed connecting with the HR department. It was only later, when someone pointed it out, that I realized just how essential HR’s involvement was. Engaging HR then led me to the Communications team, whose support was also crucial. Every organization is different, so mapping out all stakeholders can be challenging but is necessary for comprehensive engagement.

Another challenge is gaining access to senior or executive stakeholders, who often have limited availability. This is where persistence and strategic timing come into play. Scheduling conflicts can’t always be avoided, so it’s helpful to find other ways to keep them in the loop, such as sending regular email updates or scheduling brief touchpoints.

Finally, fear of rejection can hinder engagement efforts. No one wants to reach out for support only to be turned down. To manage this, approach stakeholders with a strong understanding of how your project aligns with their goals. Even if they’re initially hesitant, showing that you’ve done your homework and can address their concerns often helps win them over.

What advice would you give to someone struggling to build advocacy for their project?

Building strong stakeholder relationships is situational and should be approached with flexibility. First, recognize that some relationships will require more work than others. Begin by finding common ground and understanding what matters most to each stakeholder. For example, when engaging with HR on the Intradiem project, I knew they were less interested in cost savings and more concerned with the agent experience. The product could function extremely well and save the business a lot of money; however, if it had a negative impact on our agent experience our HR team was most likely going to be the first to hear about it.

Additionally, and I think this is true of building good relationships in general, offer before you ask. When initiating conversations, ask stakeholders how your project can benefit them or make their roles easier, rather than immediately asking for their help. This approach not only demonstrates your willingness to contribute to their success but also helps align your project with their priorities. I’ve found that framing the conversation in terms of mutual benefit—such as asking, “How can my project make things better for your team?”—leads to more positive engagement and stronger partnerships.

Conclusion

Engaging stakeholders and finding executive sponsors are essential steps for any contact center project seeking prioritization. By identifying aligned leaders, gaining their commitment, and maintaining consistent engagement, you create a network of support that drives project momentum. Building these relationships requires patience, strategic alignment, and adaptability. When stakeholders see your project as a solution to their challenges and an asset to the organization, they are more likely to become advocates who will help push it forward.

Read the series – Project Prioritization: Contact Center Automation

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