(Forget a Mentor) Find a Sponsor The New Way to Fast-Track Your Career Sylvia Ann Hewlett
Task Force for Talent Innovation 2013 Center for Talent Innovation 2
Lead Companies 2013 Center for Talent Innovation 3
Stalled Progress at the Top 34% of the marzipan layer (just below leadership) is now female yet women comprise only: 4.2% of CEOs at Fortune 500 companies 7.6% of top corporate earners in U.S. 14.3% of executives in U.S. 15.7% of board members at Fortune 500 companies 27% of the marzipan layer now comprises multicultural employees yet they constitute only: 3.8% of Fortune 500 CEOs 9.8% of board members at Fortune 500 companies 2013 Center for Talent Innovation 4
What Is a Sponsor? Delivers High-Octane Support A sponsor is a senior leader who, at a minimum: Believes in me and goes out on a limb on my behalf Advocates for my next promotion Provides air cover And comes through on at least two of the following fronts: Expands my perception of what I can do Makes connections to senior leaders Promotes my visibility Provides stretch opportunities Gives advice on presentation of self Makes connections to clients/ customers Gives honest/critical feedback on skill gaps Not to be confused with mentorship 2013 Center for Talent Innovation 5
What Is a Protégé? Delivers High-Octane Support A protégé is a high potential employee who, at a minimum: Out-performs contributes 110% Is loyal to me and the organization Contributes a distinct personal brand And comes through on at least two of the following fronts: Trustworthy and discreet Covers my back Promotes my legacy Brings value added different perspective/skill-sets Leads with a yes Burnishes my brand across the organization Builds my A team Sponsorship needs to be earned 2013 Center for Talent Innovation 6
The Two-Way Street What a sponsor does Goes out on a limb on my behalf Advocates for my next promotion Provides air cover What a protégé does Delivers in exceptional ways Is trustworthy/ loyal and can be counted on Brings a distinct personal brand and grows my scope and span 70% of relationship-building needs to be done by protégés 2013 Center for Talent Innovation 7
Who Has a Sponsor? Men are 46% more likely than women to have a sponsor Caucasians are 63% more likely than people of color to have a sponsor Full-time, employees in large companies who have a sponsor 19% 13% Men Women 2013 Center for Talent Innovation 8
What Do Sponsors/Protégés Do? Sponsors 1. Impact pay 2. Impact retention 3. Impact ambition 4. Impact progression 2013 Center for Talent Innovation 9
The Bottom Line The Sponsor Effect Sponsorship creates career traction The sponsor effect is: Men: 23% Satisfied with rate of advancement/forward momentum 70% 68% 57% 57% Women: 19% Men Without sponsors Women With sponsors Data is for full-time employees in large companies (5,000 or more employees) 2013 Center for Talent Innovation 10
Tripwires Executive Presence Bias
The Fine Line of Executive Presence Female Leaders Have Less Latitude Too opinionated/bossy Too quiet/retiring Too provocative Too frumpy Too self-aggrandizing Too self-deprecating Looks too young Looks too old 2013 Center for Talent Innovation 12
People of color are 190% more likely than Caucasians to feel a POC would never get a top position no matter how able or highperforming Bias Lack of Belief in the System A person of color would never get a top position at my company 35% 29% People of color are 91% more likely than Caucasians to feel they have to work harder to be recognized 10% 21% Caucasian African American Asian Hispanic 2013 Center for Talent Innovation 13
Road Map for Protégés Step 1. Embrace your dream and do a diagnostic Step 2. Scan the horizon for powerful sponsors Step 3. Distribute your risk Step 4. Understand that it s not all about you Step 5. Come through on two obvious fronts Step 6. PLUS, deliver a distinct personal brand Step 7. Exude Executive Presence Step 8. Make yourself a safe bet Step 9. Lead with a yes 2013 Center for Talent Innovation 14
Road Map for Sponsors Step 1. Understand what s in it for you Step 2. Embrace today's talent imperatives and seek out a diversified portfolio of protégés Step 3. Differentiate between mentees and protégés Step 4. Come through on two essential fronts Step 5. PLUS, provide air cover Step 6. Build trust Step 7. Make the sponsor-protégé relationship safe Step 8. Give critical feedback on hard issues Step 9. Help create a culture of sponsorship at your organization 2013 Center for Talent Innovation 15
Why Organizations Need to Care Global Talent Pipeline By Demographics Women & Multicultural Individuals 83% 17% White Men Africa MENA South America 5% 2% 4% North America Western Europe 12% 10% Central/ Eastern Europe By Region 13% Asia-Pacific 53% 2013 Center for Talent Innovation 16
Market Breakthrough The Diversity Dividend Companies with 2-dimensional diversity* 70% more likely to capture a new market 45% more likely to improve market share Companies without 2-dimensional diversity 2013 Center for Talent Innovation 17
Forget a Mentor, Find a Sponsor Available at Amazon.com Follow @SAHewlett #findasponsor SylviaAnnHewlett.com 2013 Center for Talent Innovation 18