Preparing a paper for the Executive ?

Finding an executive sponsor: building support before you deliver

When you are preparing to take a paper or proposal to an Executive team, it can be tempting to focus entirely on producing the perfect document. But there is another important part of the preparation: building support before you enter the room.

An Executive paper should not normally be the first time senior leaders hear about an important proposal. Where possible, it is helpful to identify an Executive sponsor or build a network of senior stakeholders who understand the issue, see the value of the proposal and are prepared to support the discussion.

What is an executive sponsor?

An executive sponsor is a senior leader who has the authority, influence or organisational credibility to support an initiative.

Their role does not mean that they take responsibility for delivering the work. Rather, they can help create the conditions in which the work has a realistic chance of succeeding.

An effective sponsor may:

• Help shape the proposal before it reaches the Executive.
• Provide a senior perspective on the issue.
• Test the strength of the business case.
• Help identify potential objections.
• Ensure the proposal aligns with organisational priorities.
• Support communication with other senior stakeholders.
• Advocate for the initiative when difficult decisions arise.

Finding the right sponsor

The most senior person is not necessarily the best sponsor.

Instead, look for someone who has a genuine interest in the issue and sufficient influence to help move it forward.

Ask yourself:

Who owns the problem?
The person with accountability for the area affected by the change may have a natural interest in seeing the proposal succeed.

Who benefits from the outcome?
Someone who stands to gain significantly from the proposed change may be more willing to advocate for it.

Who has influence?
Formal authority matters, but so does credibility. Some people have considerable influence because colleagues trust their judgement.

Who understands the strategic context?
A sponsor who can connect your proposal to organisational priorities can help turn a good idea into a strategically relevant one.

Don't wait until the paper is finished

One of the biggest mistakes is approaching a potential sponsor only when the paper is complete and asking them to support it. Instead, involve them early. A short conversation can be more valuable than sending a 20-page paper.

You might say:

“I'm developing a proposal around proposing a Middle Management Development Programme. I'd value your perspective before I take it any further. I want to make sure I've understood the issue properly and that the proposal addresses the priorities that matter at Executive level.”

This makes the conversation about seeking advice rather than asking for a commitment.

It also gives the potential sponsor an opportunity to shape the proposal.

Build support, don't manufacture it

There is an important distinction between building support and trying to create a predetermined outcome.

Senior colleagues should be given the opportunity to challenge your thinking. If they identify weaknesses, that is useful information.

Ask questions such as:

• What concerns would you expect the Executive to have?
• What evidence would strengthen the case?
• Who else should I speak to?
• What objections might we face?
• Is this the right time to pursue this?
• What would make you comfortable supporting it?

The answers can significantly improve the final paper.

Prepare key people before the decision

For important Executive decisions, it can be useful to have conversations with key stakeholders before the formal meeting.

It does not mean making the decision in advance or avoiding proper scrutiny. It means ensuring that the people who will contribute to the decision understand the proposal, have had an opportunity to ask questions and are not encountering the issue for the first time when the paper appears on the agenda.

This can be particularly important when the proposal involves significant change, investment, risk or competing priorities.

Think about the people who may disagree

Supporters are important, but potential critics can be even more valuable during preparation.

If you know that a particular Executive member is likely to question the financial case, operational impact or resource requirements, seek their perspective beforehand.

You might discover that they have identified an issue you had overlooked.

You may also be able to address the concern in the paper rather than having it emerge unexpectedly during the meeting.

What if you can't find a sponsor?

Not every proposal will have an obvious Executive sponsor. In that situation, start by building a coalition of informed stakeholders.

Find people who understand the problem, agree that it needs addressing and are willing to provide constructive challenge and support. A sponsor may emerge naturally as the proposal develops. Alternatively, you can also ask a senior colleague directly:

“I'm looking for an Executive sponsor for this work. Would you be willing to discuss whether this is something you could support?”

Being clear about what you are asking for is important. Sponsorship does not necessarily mean a major commitment of time. You may initially be looking for someone to provide advice, open doors, test the case or help navigate the Executive environment.

The real objective

The objective is not to walk into the Executive meeting knowing that everyone will agree.

The objective is to arrive with a proposal that has been tested, challenged and strengthened, with the relevant stakeholders understanding the issue and the likely implications.

Good preparation means that the formal meeting becomes an opportunity for informed decision-making rather than the first conversation about the proposal.

And sometimes the most important work on an Executive paper happens before the paper is ever submitted.

Writing the paper

The priority is to make it clear, concise, evidence-based and decision-focused rather than trying to make it overly long.

Start with finding out about the standard format used in your business or organisation. Good places to start are with the company secretary, or the PA to the  CEO’s.

If there  is no standard format, a  useful structure would be:

1. Purpose – why the paper is coming to the Executive.
2. Context – what has happened and why the issue matters now.
3. The case for change – the evidence, risks or opportunities.
4. Options – the realistic choices available.
5. Recommended approach – what you are proposing and why.
6. Impact – implications for people, resources, finances, risk and delivery.
7. Implementation – what happens next and over what timescale.
8. Decision required – precisely what you need the Executive to approve, endorse or note.

The most important question to answer at the outset is:

“What do I need the executive to decide?”