Sponsorship v Mentoring

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 Mentoring v Sponsorship Getting the Next Generation of Women into Leadership 2 Why men still get more promotions than women? Herminia Ibarra, Nancy Carter & Christina Silva Harvard Business Review, 2010 Women are being mentored to DEATH!

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece Do men and women have the same kind of mentors? NO! Mentoring v Sponsorship Getting the Next Generation of Women into Leadership

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece Mentoring v Sponsorship Getting the Next Generation of Women into Leadership Women are less aware of the value of building strategic relationships to further their careers

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece Mentoring v Sponsorship Getting the Next Generation of Women into Leadership Women’s mentors tend not have the organizational influence needed to advance careers

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece Mentoring v Sponsorship Getting the Next Generation of Women into Leadership Without a sponsor not only are women less likely to be appointed into top roles they are also more reluctant to go for them.

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 Sponsors go beyond giving feedback and advice. Sponsors advocate for their protégés. Sponsors get their protégés visibility in the organisation. Sponsors fight to get the protégès to the next level. 7 Mentoring v Sponsorship Getting the Next Generation of Women into Leadership

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece Are you really an advocate or just a mentor? AdvocateMentor Must be a senior manager with influenceCan sit at any level in the hierarchy Directly advocates for their protégé’s promotionProvides emotional support, feedback on how to improve, and other advice Gives protégé exposure to other executives who may help their career Serves as a role model Makes sure their people are considered for promising opportunities and challenging assignments Helps mentees learn to navigate corporate politics Protects their protégés from negative publicity or damaging contact with senior executives Strives to increase mentees’ sense of competence and self-worth Fights to get their people into career enhancing positions when suitable opportunities arise Focuses on mentees’ personal and professional development Makes connections outside the company Gives career advice Promotes visibility