A popular misconception of senior leadership is that effective executive sponsorship is a clearly understood skill. Many assume executives receive developmental feedback about becoming effective sponsors. Sadly, there is little training on sponsorship from middle management on up.

Leaders often accept sponsorship of an activity, not knowing what it entails. Some think it means sending a few enthusiastic emails about an initiative, propping up delegates in meetings, and moving on to the next thing. Some organizational cultures tolerate those actions as enough.