A board member who sponsors an important project has many other priorities and is currently disengaged from project activities. How should this stakeholder be engaged?

The correct approach for a disengaged, high-priority stakeholder is to keep them informed and consult with them strategically. This acknowledges their importance without demanding more engagement than they are currently willing or able to give. Forcing involvement in governance and decision-making (Option B) would be counterproductive if they are already disengaged. While raising their interest (Option C) is a long-term goal, the immediate strategy should be to manage their current level of engagement effectively. Simply making them aware of progress (Option D) is insufficient for a sponsor; consultation, even if limited, is necessary to leverage their influence when needed. This balanced approach maintains the relationship and provides avenues for their input without creating additional burden.