By: Mary L Bennett, CEC, CIA, MBA
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The power of sponsorship relationships is not very well understood in many organizations even though these relationships have been the electricity of career progression as long as there have been careers.  Intentional sponsorship, however, is frequently the missing element in building environments where all top talent can thrive.  

The issue of sponsorship is often subtle and requires a close look at how individuals move through the organization. How do they advance? How do they become visible? What is considered an increase in value delivered that puts someone on "the radar screen"?  Many of the subtle but essential rules about how an individual advances in an organization are real but unwritten. As a result , it is critical that all top talent have access to sponsors in their career journey.

Sponsorship in the development and career advancement process is often missing for emerging leaders. This is not because those in positions of influence are deliberately or even consciously excluding anyone but because  human beings regularly AND UNCONSCIOUSLY exhibit affinity PREFERENCES. This is simply a pattern of identifying with those who remind us of ourselves , with those on a path similar to the one we have taken.  We reach out to those who we feel an affinity with and "take them under our wing".  As a result of these human patterns the natural formation of traditional sponsorship relationships often unevenly provides critical "survive and thrive" training.  

 In many cases, senior leaders naturally reach out to younger leaders  who remind them of themselves. When asked, senior leaders are often not aware that an uneven execution of sponsorship is happening and they are a party to it.  They acknowledge, when asked to reflect, that they have reached out naturally to people they feel they can help because they have walked the same road. These influential leaders sometimes feel they do not have as much to offer the individuals who they perceive to be walking a different road.  This is in fact not the case, there is much they have to offer and it is ESSENTIAL THAT THIS critical information IS SHARED WITH ALL TALENT CONSISTENTLY.  In addition, these individuals may represent unique perspectives, networks, and experiences that will make the organization stronger.   

 Without the same access to senior leadership, critical learning and developmental experiences, all  individuals do not have the same opportunities TO THRIVE AND FULLY CONTRIBUTE TO THE GOALS OF THE ORGANIZATION.

Moving through an organization seeking advancement is a very
real journey. This journey is one that requires a map that comes from a sponsorship.  All individuals should be thinking about gaps in experiences needed to increase skill levels and personal balance sheet of talent. It is important to first understand what the organization is looking for in its emerging  leaders. This is not always , in fact not often , written. A sponsor provides critical information that helps the individual understand where they are on track and where they are missing the mark. While understanding high value activities is the first step in efficient career navigation, an individual is not always in a position to acquire access to these opportunities and experiences without someone in the inner circle acting as an advocate. In some cases, it is nearly impossible to broker opportunities such as committee assignments, over seas promotions, strategic client relationships, profit and loss responsibility without assistance. Advocacy from those in positions of influence is required. 

LACK OF THIS ADVOCACY slows career progress the EMERGING leaders. WHEN PRESENT IT creates real difference , not only in the opportunities that this talent has access to but also meaningful differences in learning and skill development.  WHEN WE HEAR THAT TALENT IS NOT ENGAGED, DOES NOT WANT TO WORK HARD it is sometimes true because these candidates HAVE NOT HAD ENGAGING EXPERIENCES AND A CLEAR VIEW OF THE PATH FORWARD AND HOW TO TRAVEL DOWN THAT PATH.  THEY HAVE not had access to the experiences needed to qualify them for the new opportuniTIES AND THEY STAGNATE.  This occurs largely because of a lack of sponsorship intervention which provides this access.

What can we do as individuals and organizations? Individuals must work to form relationships with senior leaders in order to access critical career navigation  information and support.   it is important that INDIVIDUALS work proactively to develop these relationships as they may not form naturally without you acting as a catalyst. 

customized and formal sponsorship programs are required in order to STRATEGIC pipelines of talent THAT WILL SUPPORT ORGANIZATIONAL STRATEGY, GROWTH AND SURVIVAL.  As an example, MLBC sponsorship programming is a proven strategy . With over 1000 individuals having completed the programming the results are clear.  The large majority of participants are retained and further progress within their career path.  Sponsors learn and begin to grow the concept of a more sophisticated and equitable sponsorship model within the organization. 

The good news is that talented individuals  can obtain what is needed  from multiple relationships and sources, and in fact should not expect to get everything from one sponsor.  Good programming teaches this and how to make it happen.

Putting all of your efforts into one relationship is not a good strategy because there will always be change within organizations. How hard a talented individual works and the quality of their work is not the only thing that matters... it is the merely price of entry.  Talented individuals  need to know if they are doing the right things at the right time in their career.  In addition, the right people must know they are doing the right things.  What are the "right things"?  Those activities recognized as having the most value to the organization today and into the immediate future.

Organizations that understand all of the above take a hard look
at their assignment, promotion and sponsorship processes. Uneven access to senior leadership can be addressed through awareness raising, sponsor programming and an enhanced talent development culture.

Flexibility??  ...Been there done that?  or  That wont work here...our customers and clients are too demanding?  Do these comments sound familiar?  Read on to learn how flexibility may not be what you think. Even post pandemic, the issue of flexibility combined with career progression has rarely been effectively solved for the individual or the organization.  it does not have to be a forever problem.  There are solutions. 

Building flexibility into a work culture impacts so much more then your employees intention to stay and contribute their very best to the organization.  While it does do that,  it also has the power to enhance your business.  Flexibility has the power to contribute to:  
-Employee Attraction and Retention
-Improved Productivity
-Improved Customer Service and Satisfaction
-Effective Operational Management

In addition to the above benefits, flexibility is not just about changing work schedules.  Frequently there is an assumption made that if an employee wants to take advantage of flexibility it means that they want to reduce their total hours .In your organization does this also mean they are consciously or unconsciously labeled as "less committed", "less worthy of investment, attention, promotion"? Does this also sound familiar?
 
Flexibility is actually about treating your employees as professionals for the benefit of the firm as much as for the benefit of the individual.  Most of us arel aware of the flexibility required to deliver the value PROPOSITION expected of a professional in industries such as accounting and law.  The success of the firm depends on talented individuals being flexible and adaptable to anticipate and meet client needs.  This flexibility is similar to the adaptability required by the organization to allow individuals some freedom to meet their personal needs.  Consider Chris.

Chris is at the mid management level and is currently struggling to build a successful career and a SUCCESSFUL family life simultaneously. The firm offers a flexible work arrangement program that allows one to cut back their hours and travel schedule to meet family needs.  It is common knowledge that this program will limit advancement even if the individual works full time plus hours during the most intense deadline periods of the year.  Chris feels compelled to take this option even though it is not exactly what is needed.  What Chris really needs is just a little bit more control over the schedule and approach to meeting firm and client needs. If less judgement and more acceptance were displayed by senior leaders when Chris departed from traditional face time expectations, there might be a chance to stay with this firm.  Chris actually has less desire to reduce hours and more desire to meet his responsibilities with some flexibility.  Chris feels that if this were possible, long term career options would most definitely include staying at this firm.  As it stands now, with part time as the only option to get some control weighed against the loss of income and advancement potential- a long term path here is not in the plan.

Flexibility is not just about part time.  Whether it does or does not include changes in total hours the core of building a flexible culture is clarity in expectations.  If a professional is clear on the expectations, accountabilities and how to create value at each level, flexibility becomes much easier.

​FLEXIBILITY, remote work and other arrangements cannot be viewed in ISOLATION.  Every part of the firm culture is connected in some way to the success or failure of these options.  Our top talent will exceed expectations if they understand what these expectations are.  Top talent will have the motivation, energy, enthusiasm to bring greater value if they feel they are treated as a professional- which includes allowing them to determine when, where and how to best meet their responsibilities. Like any developmental skill, meeting priorities is something that requires coaching. This is true regardless of the flexibility of the culture.  With targeted efforts to clarify expectations, there is less ambiguity for all.

The above discussion is not theory. After ten years experience leading a unit with a flexible culture, I have seen the theory in action.  Leading 50 people who were  all taking advantage of some type of " formal flexibility" - which included part time and full time schedules- I have seen first hand how flexibility can directly support the business goals of an organization.   Looking for employee engagement, commitment, retention and answers to work-life challenges that will positively impact clients- building a flexible culture is your answer.  It comes with many side benefits.