Executive women underestimate the power of having a sponsor
The findings of a new report Sponsor Effect: UK produced by New York think-tank, the Centre for Talent Innovation (CTI), was highlighted recently in The Economist, June 16, 2012 edition.
The survey, based on 2,500 graduate employees, mostly in large companies, found that only 16% of the sample had sponsors, defined as people several levels above them who give them career advice, introduce them to contacts and help them get promotions. The study found that men and women who have powerful allies and advocates from above, advance in ways that their peers without sponsors do not.
The CTI’s first survey was carried out in the US in 2010 to determine the nature and impact of sponsorship and examine why women fail both to access or take advantage of it. Sylvia Ann Hewlett, who heads up CTI, points to the fact that women who are qualified to lead “simply don’t have the powerful backing necessary to inspire, propel, and protect them through the perilous straits of upper management.” (The Sponsor Effect, HBR Research Project, December 2010).
The CTI considers having a sponsor dramatically improves a woman’s career prospects but notes that women are less likely to cultivate allies than men. Ambitious women were seen to underestimate the pivotal role sponsorship played in their advancement in their current firm, throughout their career and across their industry.
Reluctance of women to engage a sponsor
Women generally understand the importance of relationship capital but, whilst happy to do favours for others, find it more difficult to call in this support for fear of being seen as self-serving or being turned down. Many still believe that hard work alone will turn heads and net the reward they deserve.
Women are also reluctant to seek out senior colleagues as allies because sponsorship can be misconstrued as sexual interest. Sponsorship requires spending time one-on-one, often off site and after hours, so both qualified women and highly placed men often avoid it as it can be misjudged.
Is sponsorship being used in Australia?
The studies have shown that there are definite differences between countries as to the use of sponsors, but the broad picture seems to hold that women underestimate the importance of sponsorship and fail to cultivate business relationships effectively. Networking, often done after hours, takes time, and those with a family may not be willing to invest the time it takes to build and maintain these critical relationships. Women need to make the time and realize that developing high-level business relationships is as important to their career as education and professional development.
In 2011, Bain & Company conducted a broad-based Australian survey in conjunction with Chief Executive Women “What stops women from reaching the top?” The study showed sponsorship for Australian women executives barely rated on the scale of importance.
Sponsorship shouldn’t be confused with mentoring
A sponsor and a mentor are different, so although a leader can be both a sponsor and a mentor, the roles are distinct. Marilyn Nagel, Cisco’s chief diversity officer, notes “the driving force in mentorship lies with the mentee, whereas in sponsorship, it is the sponsor who directs and fuels the relationship.”
Mentors can help you do better in your current role, give advice, act as a sounding board, or help when you are facing challenging situations. Sponsors, on the other hand, are advocates who take calculated risks on you, open doors, make a case for your advancement, and speak to your strengths at levels of the organisation or in situations that are crucial. They may also believe in you more than you believe in yourself.
Whilst many companies have mentoring and coaching programs, some organisations - American Express, Cisco, Citi, Deloitte and Time Warner – are leading the field in creating sponsorship opportunities for talented women by focusing on engaging the C-suite and embedding senior leader advocacy as a critical success factor.
Behind Closed Doors supports women getting ahead
When I set up Behind Closed Doors several years ago, there was a need for a national, invitation only program for Executive Women that provided group mentoring and networking, a professional sounding board, and like-minded women who would challenge their co-members to attain greater professional success. We ensure high profile businesswomen are chosen to facilitate monthly sessions and become sponsors for their group, by introducing them to their expanded networks. There are also specialist programs for managers, entrepreneurs (business owners) and executive assistants to join as they have a different professional slant.
My view is that the new global marketplace has opened up more opportunities for women to take up leadership roles in diverse industry sectors. Predictions are that the next generation of leaders will have up to eight career changes and more chances at board directorships across multi-sectors. It’s becoming more evident that identifying and engaging key sponsors to help open doors to the upper echelons of power and high-level networks is gaining importance.
My advice? Develop a career plan for the next five years, regularly revisit your career action strategy and ensure you add the extra pathway of sponsorship. Start to identify possible allies or advocates within your organisation and externally, and include in your career plan actions to actively foster the key ones that you have a natural affinity with and who seem open to support you moving ahead.
Warm wishes
Donny
Managing Director
DW Behind Closed Doors Pty Ltd
