Participants on the Diversifying Leadership Programme are assigned a career sponsor. In this post, programme director Jannett Morgan reflects an early sponsorship encounter.
When a senior leader invited me to “go for a coffee”, little did I know it would be the beginning of a fruitful and long-lasting sponsorship relationship. I met “Kevin” (not his real name) many years ago while on a career development programme for aspiring BME leaders. I was a young(ish) ambitious manager in a successful further education college and highly respected by my colleagues. Kevin was one of the keynote speakers, clearly someone with clout in the sector. And unbeknown to me, I was on Kevin’s radar, hence the coffee invitation.
We would meet up every once in awhile in the foyer of a local hotel. While our meetings were informal in nature, there was always an underlying business brief. I learned to appreciate Kevin’s directness and his desire to discover what made me tick. At first glance one might think a white male and black female had little in common, but our love of family, passion for teaching and belief in social justice revealed similar values. The fact I’m a Spurs fan and he supports that other North London team could have been a deal breaker but we’ve managed to work through this. So far.
As our relationship evolved, Kevin began inviting me to senior-level business meetings and (knowing I was someone who could deliver results) putting my name forward for work. He also invited me to leaving drinks and other social functions – a fascinating study of how leaders behave when off duty.
Sponsorship is not mentorship
Back then I’d not heard the term ‘sponsor’ applied in this way. Mentoring is one of, if not the most favoured development activities offered to BME and other minority ethnic staff groups. Certainly, mentoring from a senior member of staff can be effective in terms of boosting confidence and career upskilling – a bit like having your own personal Master Yoda at work. So what’s the difference? Sponsorship can be more of a career game changer than mentorship because the sponsor uses his (or her – usually his) influence and power to open doors for you. For me, the spoils of sponsorship to date include visibility, more lucrative contracts and access to a much wider network of associates.
BME staff tend to be over-mentored and under-sponsored. And yet, a study by the Center for Talent Innovation found employees from ethnic minorities who had sponsors were two-thirds more likely than their unsponsored peers to be satisfied with their career progression rate. Sponsorship doesn’t just benefit the protégé, either. What’s in it for the sponsor? Well, Kevin’s interest in me wasn’t based on altruism; the return on his ‘investment’ in me was my technical expertise, cultural capital and operational capacity. Most of all, he knew I was a loyal and trustworthy colleague.
For this reason, participants on the Diversifying Leadership Programme have the opportunity to work with a sponsor and develop a mutually rewarding ‘quid pro quo’ relationship. Like the one I continue to enjoy with Kevin.
Actually, Kevin and I are due another coffee very soon. Given Spurs are ahead in the table, I guess I’m buying.
The Leadership Foundation has published a Sponsor Toolkit for use by senior leaders in UK higher education who are sponsoring participants on the Diversifying Leadership. Diversifying Leadership offers targeted leadership development support to early career BME academics and professional services staff. The Sponsor Toolkit is available at www.lfhe.ac.uk/DLSponsorToolkit
For details of the next run of the Diversifying Leadership Programme click here