This paper explores the process of championing, as it occurs over the course of an information technology (IT) innovation implementation. It begins by describing the case of a championed IT project, and goes on to identify three championing behaviors that emerge from it: inoculated persistence, limited leveraging and discriminating outreach. While most previous work has described championing behaviors which are unequivocally positive, we find that each of these behaviors are primarily positive, but come with caveats. We suggest that the primarily positive nature of these behaviors accounts for the commonly held view that champions help an innovation’s progress, while the perils posed by the behaviors could explain why champions are sometimes implicated in spectacular innovation project failures.