Do you need a sponsor?

Nowadays, many are familiar with the terms "sponsor" and "sponsorship" as part of the ever-growing jargon associated with representation and advancement of women and minorities. Before I knew better, when I heard those terms, what came to mind were the other AA (Alcoholics Anonymous) sponsor, a visa sponsorship or some type of corporate funding.

What is sponsorship?

It certainly isn't something new or unique to any group of people. It happens all the time in any organization. The entire management system is based on sponsorship - someone with greater power opening the door for someone with less power. The rhetoric surrounding sponsorship has become more prevalent recently because companies are trying (or pressured) to be more intentional about it, but most (if not all) individuals (regardless of race, gender or ethnicity) advance because there is someone else helping and pulling them up. No one does it by herself. The problem is that we sometimes don't have that someone.

How do you find a sponsor?

First, you have to want and seek a sponsor. Your work does not speak for itself. You can't leave it to fate for someone to magically see something special in you and extend her hand to you. Instead, you need to identify potential individuals who can use their influence to advocate for you and initiate the relationship.

Second, you need to decide what kind of a sponsor you need. She can be one of your mentors or managers, but is she someone capable of becoming more than a mentor? I heard it said as follows:

A mentor is someone you talk to. A sponsor is someone who talks about you (in all the right ways) when you're not in the room.

What does a sponsor do? As Professor Rosalind Chow explains, a sponsor should:

Amplify by promoting protégé's accomplishments to others;

Boost by leveraging her power and influence to validate protégé's skills and capabilities;

Connect by (publicly) claiming the relationship with protégé ("halo effect"); and

Defend by persuading and changing the opinions of those who dislike or dismiss protégé.

Once you have identified a potential sponsor, you need to invest in the relationship. It doesn't make much sense to expect someone to act on your behalf when you haven't put in the time and effort to cultivate the relationship. One expert thinks 70% of the relationship-building should be done by the protégé and not the sponsor. In other words, it is a reciprocal relationship. What's in it for the sponsor? What can you offer to her?

Sponsorship is fundamental to professional advancement and leadership. We all need it. It shouldn't be elusive or left to chance. As with any other skill or mindset, sponsorship development can be learned, practiced and coached.

#sponsorship #careeradvancement #professionaldevelopment #mentorship #asianamericanwomen