Mentors Help You Skill Up. Sponsors Help You Move Up.

Jo Miller

•Founding Editor of BeLeaderly.com and CEO of Women’s Leadership Coaching, Inc. •Helps emerging leaders create a roadmap to advance into management and leadership roles.•A leading authority on leadership who delivers more than 60 speaking presentations annually to audiences of up to 1,200 for conferences, professional associations and corporate employee initiatives.

I HAVE SOME UNIQUE

KOALAFICATIONS

Don’t be the best kept secret in your organization!

You Can’t Afford to Wait

Don’t wait for permission or an invitation to be a leader.

Don’t wait for someone to promote you.

Take charge of your career trajectory.

“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.”

Herminia Ibarra, Nancy M. Carter and Christine Silva.

“A sponsor is someone who will use their internal political

and social capital to move your career forward within an organization. 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.

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

What’s the difference between mentors and a sponsors?

Making the Most of Mentoring

4 S’s of Mentoring Successes

Stories

SituationsSelf-awareness

Skill-building

“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.

Have you had a sponsor?

• How did the sponsorship start?• How did the sponsor help you?

EARLY CAREEREnlist mentors

MID-LEVELDiversify mentors, attract sponsors, cultivate peer advocates

SENIOR-LEVELBe a mentor & sponsorBonus: Build a culture of sponsorship

Download this presentation

BeLeaderly.com/pw

Only _____ % of women and _____ % of

men employed in large

companies have a sponsor.

“The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011.

13

19

People who have sponsors are at least _____%

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.

22

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.

“… 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:

Developing talent Providing exposure opportunities to

protégés Providing ‘air cover’ from negative or

damaging publicity Providing a ‘safety net’ during

downsizing, 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.

“Are all your advocates in the management chain directly above you? I recommend that everyone have three to four advocates 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 influential sponsors

8. Perform!

7. Know who the good sponsors are.

6. Observe the protocols: How does sponsorship work in your organization’s culture?

5. Network beyond your direct management chain.

4. Raise your hand 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 organization’s culture?

5. Network beyond your direct management chain.

4. Raise your hand 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.

Attract the Attention of an Influential Sponsor

Download This Presentation

BeLeaderly.com/pw

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.”

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

“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.