1. Women as Leaders and Innovators
With Jo Miller
references
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2. Dr. Lesley Shannon
NSERC Chair for Women in Science and Engineering (BC/Yukon)
Associate Professor in SFU School of Engineering Science

3. Women’s Leadership Speaker CEO and Founding Editor of Be Leaderly
Jo Miller
Women’s Leadership Speaker
CEO and Founding Editor of Be Leaderly

4. I have some unique
koalafications

5. Women, Leadership & Innovation
In 2015, women made up 25% of the computing workforce.1
This is expected to fall to 22% by
70% of startups have no women on their boards, and 54% have no women executives.3
56% of women in technology leave their employers midcareer.4
The #1 reason for their leaving was unfair treatment, related to job assignments and promotions, stereotyping, harassment, and bullying.5
In 2015, women made up 25% of the computing workforce. Catherine Ashcraft, Brad McLain, and Elizabeth Eger, Women in Tech: The Facts, 2016 Update, NCWIT.
This is expected to fall to 22% by Accenture and Girls Who Code, Cracking the Gender Code, 2015
70% of startups have no women on their boards, and 54% have no women executives. Startup Outlook 2017, Silicon Valley Bank.
56% of women in technology leave their employers midcareer. Catherine Ashcraft, Ph.D. and Sarah Blithe, Women in IT: The Facts, NCWIT, 2009.
The #1 reason for their leaving was unfair treatment, related to job assignments and promotions, stereotyping, harassment, and bullying. Allison Scott, Ph.D., Freada Kapor Klein, Ph.D., and Uriridiakoghene Onovakpuri, MBA, The Tech Leavers Study, The Kapor Center for Social Impact

6. Women, Leadership & Innovation
Having more women in senior management improves financial performance when innovation is a key strategy.1
Venture-backed tech companies led by women are more capital efficient, generating 12% more revenue from one-third less capital.2
Teams containing more women demonstrated greater collective intelligence compared to those with fewer women.3
Teams with an even mix of men and women produce more innovative ideas.4
I.T. patents produced by mixed-gender teams are cited 30-40% more frequently.5
Leaders who ensure women's voices are heard are 89% more likely to elicit innovative contributions from women.6
In their 2008 study covering 1,500 U.S. firms included in the S&P, Cristian Dezsö and David G. Ross found that female representation in top management does improve financial performance for organizations where innovation is a key focus of the company’s business strategy. Cristian L. Dezsö and David G. Ross, “Does Female Representation in Top Management Improve Firm Performance: A Panel Data Investigation,” Strategic Management Journal, vol. 33, no. 9, September 2012, pp
Cindy Padnos, founder of Illuminate Ventures, compiled data from 100 studies on gender and tech entrepreneurship. The high-tech companies that women build are more capital-efficient than the norm. The average venture-backed company run by a woman had annual revenues that were 12% higher than those run by men using an average of one-third less capital. Cindy Padnos, High Performance Entrepreneurs: Women in High Tech, Illuminate Ventures, February 2010.
Teams containing more women demonstrated greater social sensitivity and in turn greater collective intelligence compared to teams containing fewer women. Anita Woolley and Thomas Malone, “Defend Your Research: What Makes a Team Smarter? More Women,” Harvard Business Review, June 2011 issue.
Teams of workers come up with the most innovative ideas if they are made up of even proportions of men and women, according to a study published by the London Business School. London Business School, Innovative Potential: Men and Women in Teams, 2007.
An analysis of women’s participation in IT patents by NCWIT in 2007 found that U.S. patents produced by mixed-gender teams were cited 26 to 42 percent more frequently than the average citation rate. The research was updated in 2012, with nearly identical results – citation rates on patents from mixed gender teams were 30-40% higher than the norm. Catherine Ashcraft, PhD, and Anthony Breitzman, PhD, Who Invents It? Women’s Participation in Information Technology Patenting, 2012 Update, NCWIT.
A study by Sylvia Ann Hewlett, Melinda Marshall, and Laura Sherbin finds that a “speak-up” culture, where all voices get heard and everyone feels welcome to contribute, is crucial to unlocking women’s insights. Leaders who make sure women get equal airtime are 89% more likely than non-inclusive leaders to unleash women’s innovative potential. Sylvia Ann Hewlett, Melinda Marshall, and Laura Sherbin, Innovation, Diversity, and Market Growth, Center fort Talent Innovation, September 2013.

7. Are you the best kept secret in the organization?
Are you the best kept secret in your organization?

8. “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. Our interviews and surveys alike suggest that high-potential women are overmentored and undersponsored relative to their male peers—and that they are not advancing in their organizations.”
— Why men still get more promotions than women by Herminia Ibarra, Nancy M. Carter and Christine Silva, Harvard Business Review

9. Attract the Advocacy of Influential Sponsors

10. In This Presentation The difference between mentors and sponsors
Making the most of mentoring
Attracting the advocacy of influential sponsors
Sponsoring others

11. “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.

12. “A sponsor believes in you and pushes you to reach your potential.
They instill confidence in you, and encourage you to acknowledge and embrace that potential.”
— Julie Muller Neff, EVP, SMACNA Western Washington

13. Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career.
“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, Jenna Goudreau. Business Insider.
Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career.

14. What’s the difference between mentors and sponsors?

18. EARLY CAREER Enlist mentors.
MID-LEVEL Diversify mentors, attract sponsors, cultivate peer advocates.
SENIOR-LEVEL Be a mentor and a sponsor. Bonus: Foster a culture of mentorship and sponsorship.

19. This presentation is available at BeLeaderly.com/sfu

20. Have you had a mentor?

21. Making the Most of Mentoring

22. 4 S’s of Mentoring Successes
Stories
Situations
Self-awareness
Skill-building

23. “A sponsor is a person with a seat at the decision-making table who will throw your name out for coveted assignments or promotion opportunities.”
— Amanda Martinez, Group Vice President of Corporate Procurement, Albertsons.

24. How did the sponsorship begin? What did the sponsor help you?
Have you had a sponsor?
How did the sponsorship begin?
What did the sponsor help you?

25. Hewlett, Peraino, Sherbin and Sumberg, The Sponsor Effect, 2011.
Only _____ % of women and _____ % of men employed in large companies have a sponsor. 13 19
Hewlett, Peraino, Sherbin and Sumberg, The Sponsor Effect, 2011.
The Sponsor Effect

26. Ambitious women underestimate the difference sponsorship can make.
Women 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. 22
Ambitious women underestimate the difference sponsorship can make.
The Sponsor Effect

27. “… having an active advocate completely changes your career.”
— Kerrie Peraino, Vice President for Human Resources and Chief Diversity Officer, American Express.

28. Qualities of a Good Sponsor

29. “A sponsor does not have to be an executive, but they do need to have influence.”
— Millette Granville, Director, Diversity and Inclusion, Delhaize Group.

30. “Are all your advocates in the management chain directly above you
“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.

31. So… how do I get a sponsor?

32. — Sponsoring Women to Success, Catalyst.
There is no “silver bullet” for attracting the attention of a high-level sponsor.
— Sponsoring Women to Success, Catalyst.

33. Attracting the Advocacy of Influential Sponsors

34. 8. Perform!

35. 7. Find out who the good sponsors are.
6. Observe the protocols: How does sponsorship work in the culture of your organization or profession?

36. 5. Network beyond your immediate workplace and management chain.

37. 4. Raise your hand for exposure opportunities to work with or for potential sponsors.

38. 3. Make your value visible.

39. 2. Have clear goals.

40. 1. Share your goals with leaders.

41. Attracting the Advocacy of Influential Sponsors
8. Perform!
7. Find out who the good sponsors are.
6. Observe the protocols: How does sponsorship work in the culture of your organization and profession?
5. Network beyond your immediate workplace and management chain.
4. Raise your hand for exposure opportunities to work with or for potential sponsors.
3. Make your value visible.
2. Have clear goals.
1. Share your goals with leaders.

42. Have you sponsored others?
How did the sponsorship start?
How did the sponsor help you?
Why did you choose to sponsor them?
How did you help them?

43. What does it take to be a good sponsor to others?
How did the sponsorship start?
How did the sponsor help you?
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.

44. In This Session The difference between mentors and sponsors
Making the most of mentoring
Attracting the advocacy of influential sponsors
Sponsoring others

45. Recommended Innovation By Design: The Case for Investing in Women
What Google Learned From Its Quest to Build the Perfect Team
Why Men Still Get More Promotions Than Women
Why You Need a Sponsor Not a Mentor!
Innovation By Design: The Case for Investing in Women, Anita Borg Institute for Women and Technology
What Google Learned From Its Quest to Build the Perfect Team, New York Times, Charles Duhigg
Why Men Still Get More Promotions Than Women, Harvard Business Review, Herminia Ibarra, Nancy M. Carter, Christine Silva
Why You Need a Sponsor Not a Mentor! Jo Miller, Be Leaderly

46. Ready to lead, climb and thrive? Sign up for my newsletter.
This presentation is available at BeLeaderly.com/sfu

47. “Sponsorship can come to you in different ways
“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

48. SFU Vice-President, Research and International
Dr. Joy Johnson
SFU Vice-President, Research and International

49. References
Catherine Ashcraft, Brad McLain, and Elizabeth Eger, Women in Tech: The Facts, 2016 Update, NCWIT.
Accenture and Girls Who Code, Cracking the Gender Code, 2015.
Startup Outlook 2017, Silicon Valley Bank.
Catherine Ashcraft, Ph.D. and Sarah Blithe, Women in IT: The Facts, NCWIT, 2009.
Allison Scott, Ph.D., Freada Kapor Klein, Ph.D., and Uriridiakoghene Onovakpuri, MBA, The Tech Leavers Study, The Kapor Center for Social Impact.
Cristian L. Dezsö and David G. Ross, “Does Female Representation in Top Management Improve Firm Performance: A Panel Data Investigation,” Strategic Management Journal, vol. 33, no. 9, September 2012, pp Cindy Padnos, High Performance Entrepreneurs: Women in High Tech, Illuminate Ventures, February Anita Woolley and Thomas Malone, “Defend Your Research: What Makes a Team Smarter? More Women,” Harvard Business Review, June 2011 issue. London Business School, Innovative Potential: Men and Women in Teams, Catherine Ashcraft, PhD, and Anthony Breitzman, PhD, Who Invents It? Women’s Participation in Information Technology Patenting, 2012 Update, NCWIT. Sylvia Ann Hewlett, Melinda Marshall, and Laura Sherbin, Innovation, Diversity, and Market Growth, Center fort Talent Innovation, September 2013.
Catherine Ashcraft, Brad McLain, and Elizabeth Eger, Women in Tech: The Facts, 2016 Update, NCWIT.
Accenture and Girls Who Code, Cracking the Gender Code, 2015.
Startup Outlook 2017, Silicon Valley Bank.
Catherine Ashcraft, Ph.D. and Sarah Blithe, Women in IT: The Facts, NCWIT, 2009.
Allison Scott, Ph.D., Freada Kapor Klein, Ph.D., and Uriridiakoghene Onovakpuri, MBA, The Tech Leavers Study, The Kapor Center for Social Impact
Cristian L. Dezsö and David G. Ross, “Does Female Representation in Top Management Improve Firm Performance: A Panel Data Investigation,” Strategic Management Journal, vol. 33, no. 9, September 2012, pp Cindy Padnos, High Performance Entrepreneurs: Women in High Tech, Illuminate Ventures, February Anita Woolley and Thomas Malone, “Defend Your Research: What Makes a Team Smarter? More Women,” Harvard Business Review, June 2011 issue. London Business School, Innovative Potential: Men and Women in Teams, Catherine Ashcraft, PhD, and Anthony Breitzman, PhD, Who Invents It? Women’s Participation in Information Technology Patenting, 2012 Update, NCWIT. Sylvia Ann Hewlett, Melinda Marshall, and Laura Sherbin, Innovation, Diversity, and Market Growth, Center fort Talent Innovation, September 2013.