Take Charge of Your Career by Building an Influential Network with Jo Miller

IN THIS SESSION Getting the Lay of the Land Your Sphere of Influence 6 Key People You Need in Your Network Sponsors: Your Advocates for Advancement

“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. — Harvard Business Review

EARLY CAREER Enlist mentors. MID-LEVEL Diversify mentors. Attract sponsors. Cultivate peer advocates. SENIOR-LEVEL Be a mentor. Be a sponsor. Bonus: Build a culture of sponsorship.

“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. “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.

People who have sponsors are at least 22% more likely to ask for stretch assignments and raises. Those who have sponsors feel more satisfied with their career advancement. “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011.

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

Have you had a sponsor?

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.

“… 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

“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 organization’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.

“Make sure that the people ‘above’ you know what your career aspirations are. You would be surprised the number of times the question ‘What does he/she want to do in his/her career?’ goes unanswered.” — John Gargani, VP & GM of Strategy, Performance & Innovation, Southwestern Energy “Make sure that the people ‘above’ you know what your career aspirations are. You would be surprised the number of times the question ‘What does he/she want to do in his/her career?’ goes unanswered.” — John Gargani, VP & GM of Strategy, Performance & Innovation, Southwestern Energy

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. 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.

Be a Good Sponsor It’s NOT about favoritism! Recognize 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.

IN THIS SESSION Getting the Lay of the Land Your Sphere of Influence 6 Key People You Need in Your Network Sponsors: Your Advocates for Advancement

“… a really great piece of advice I learned early on in my career and I’ve used continuously: never let an organization’s structure get in the way of achieving results. I’ve found that one needs to operate inside and outside of the structure, with a positive attitude, always moving forward, filling in the gaps where needed”. - Vivian Banta, Vice Chairman, Insurance, Prudential Financial. “… a really great piece of advice I learned early on in my career and I’ve used continuously: never let an organization’s structure get in the way of achieving results. I’ve found that one needs to operate inside and outside of the structure, with a positive attitude, always moving forward, filling in the gaps where needed”. - Vivian Banta, Vice Chairman, Insurance, Prudential Financial.