Sponsors: Advocates for Your Advancement

In This Session The difference between mentors and sponsors Making the most of mentoring Attracting the attention of influential sponsors Creating a culture of sponsorship

“There is a special kind of relationship — called sponsorship — in which the mentor goes beyond giving feedback and advice and uses his or her influence with senior executives to advocate for the mentee. Our interviews and surveys alike suggest that high-potential women are overmentored and undersponsored relative to their male peers — and that they are not advancing in their organisations.” “Why Men Still Get More Promotions Than Women,” by Herminia Ibarra, Nancy M. Carter and Christine Silva.

EARLY CAREER Enlist mentors MID-LEVEL Diversify mentors, attract sponsors, cultivate peer advocates SENIOR-LEVEL Be a mentor & sponsor Bonus: Build a culture of sponsorship

Making the Most of Mentoring

4 S’s of Mentoring Successes Stories Situations Self- awareness Skill- building

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“A sponsor is a person with a seat at the decision-making table who will throw your name out for coveted assignments and promotion opportunities.” — Amanda Martinez, Vice President, Supply Chain Purchasing and Vendor Management, Safeway. “A sponsor is a person with a seat at the decision-making table who will throw your name out for coveted assignments and promotion opportunities.” — Amanda Martinez, Vice President, Supply Chain Purchasing and Vendor Management, Safeway.

“A sponsor is someone who will use their internal political and social capital to move your career forward within an organisation. Behind closed doors, they will argue your case.” — Cindy Kent, GM, 3M. “A sponsor is someone who will use their internal political and social capital to move your career forward within an organisation. Behind closed doors, they will argue your case.” — Cindy Kent, GM, 3M.

Four U.S.-based and global studies clearly show that sponsorship — not mentorship — is how power is transferred in the workplace. “Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career,” Business Insider.

Only _____ % of women employed in large companies have a sponsor. 13 “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011.

Have you had a sponsor?

Women who have sponsors are at least 22% more likely to ask for stretch assignments and raises. Men and women feel more satisfied with their career advancement when they have sponsors. Ambitious women underestimate the difference sponsorship can make. “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011.

What a sponsor does What a protégé does 1. Believes in you, understands and values that you can be a leader, and is willing to take a bet on you. 2. Is prepared to go out on a limb for you and publicly support you. 3. Is in your corner and gives you “air cover”. 1. Exceeds expectations, and make their performance known. 2. Demonstrates that they are trustworthy and loyal. 3. Brings something special and unique to the table. —Sylvia Ann Hewlett.

“Sponsors advocate on their protégés’ behalf, connecting them to important players and assignments. In doing so, they make themselves look good. And precisely because sponsors go out on a limb, they expect stellar performance and loyalty.” - Sylvia Ann Hewlett, “Mentors are Good. Sponsors are Better,” New York Times. “Sponsors advocate on their protégés’ behalf, connecting them to important players and assignments. In doing so, they make themselves look good. And precisely because sponsors go out on a limb, they expect stellar performance and loyalty.” - Sylvia Ann Hewlett, “Mentors are Good. Sponsors are Better,” New York Times.

“… having an active advocate completely changes your career.” —Kerrie Peraino, Vice President for Human Resources and Chief Diversity Officer, American Express. “… having an active advocate completely changes your career.” —Kerrie Peraino, Vice President for Human Resources and Chief Diversity Officer, American Express.

Qualities of a Good Sponsor Influential Respected Has a track record of: a) Developing talent b) Providing exposure opportunities to protégés c) Providing ‘air cover’ from negative or damaging publicity d) Providing a ‘safety net’ during layoffs, reorgs and leadership changes

“A sponsor does not have to be an executive, but they do need to have influence.” —Millette Granville, Director, Diversity and Inclusion, Delhaize Group. “A sponsor does not have to be an executive, but they do need to have influence.” —Millette Granville, Director, Diversity and Inclusion, Delhaize Group.

“Are all your sponsors in the management chain directly above you? I recommend that everyone have three to four sponsors outside of their direct management chain.” —Michelle Johnston Holthaus, GM, Channel Platforms and Strategy Division, Intel. “Are all your sponsors in the management chain directly above you? I recommend that everyone have three to four sponsors outside of their direct management chain.” —Michelle Johnston Holthaus, GM, Channel Platforms and Strategy Division, Intel.

“So, how do I get a sponsor?”

There is no “silver bullet” for attracting the attention of a high-level sponsor. —“Sponsoring Women to Success,” Catalyst, 2011.

Attracting the attention of an influential sponsor

8. Perform!

7. Know who the good sponsors are. 6. Observe the protocols: How does sponsorship work in your organisation’s culture?

5. Network beyond your direct management chain.

4. Volunteer for exposure opportunities to work with or for potential sponsors.

3. Make your value visible.

2. Have clear career goals.

1. Share your goals with your leaders.

8. Perform! 7. Know who the good sponsors are. 6. Observe the protocols: How does sponsorship work in your organisation’s culture? 5. Network beyond your direct management chain. 4. Volunteer for exposure opportunities to work with or for potential sponsors. 3. Make your value visible. 2. Have clear career goals. 1. Share your career goals with your leaders. Securing Sponsorship

“Sponsorship can come to you in different ways. You never know who is watching you, so be “sponsor-ready” at all times. —Millette Granville, Director, Diversity and Inclusion, Delhaize Group. “Sponsorship can come to you in different ways. You never know who is watching you, so be “sponsor-ready” at all times. —Millette Granville, Director, Diversity and Inclusion, Delhaize Group.

Create a Culture of Sponsorship

Be a Good Sponsor It’s NOT about favoritism! Recognise your own biases. Be equitable and diverse in who you choose to sponsor. Get involved in your company’s “high potential” program, diversity initiatives, & talent initiatives. Be open about what it takes for you to sponsor someone. Talk with other leaders: “Who are our high potentials?” Give your protégés opportunities to prove their talent to you and other leaders.

“There’s such great evidence that creating a culture of sponsorship can help high potentials advance their own careers and pay it forward. They position themselves as leaders who have the organisation’s best interests in mind.” —Melissa J. Anderson, “Building a Culture of Sponsorship.” “There’s such great evidence that creating a culture of sponsorship can help high potentials advance their own careers and pay it forward. They position themselves as leaders who have the organisation’s best interests in mind.” —Melissa J. Anderson, “Building a Culture of Sponsorship.”

Creating a Sponsorship Culture Bring sponsorship out from behind closed doors. Have open, transparent conversations about what sponsorship is, how it works, and what’s expected of sponsors and protégés. People who have benefitted from sponsorship are more likely to sponsor others! Consider creating a formal sponsorship program for high-potential employees. Have conversations about diversity, and train sponsors to be diversity champions.

In This Session The difference between mentors and sponsors Making the most of mentoring Attracting the attention of influential sponsors Creating a culture of sponsorship

Q&AQ&A

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