Being an effective sponsor—someone who uses political capital and advocacy to advance a more junior employee’s career—requires a game plan. Start by making a long-term commitment to show up for your “sponsee,” and make a continual effort to follow through. Chronic rescheduling sends a message, however unintended, that your relationship isn’t a priority. If you do need to reschedule a conversation every once in a while, send a personal note to explain why. Next, be patient and withhold judgment, especially if your sponsee hasn’t yet established a long-term goal. Understand that the very conditions that make sponsorship programs necessary, such as the absence of a development culture or biases that keep members of underrepresented groups stagnant in roles, may partly explain why they lack a clear development plan. Your conversations and connection will help your sponsee forge their direction. Establishing psychological safety and trust will allow you to deliver the guidance they need to advance. You can do this by opening up about your own development story and getting to know them as a full person, not just as a professional. Finally, do work outside of your conversations—whether that means introducing them to the right people, singing their praises in meetings, or offering them opportunities to do great work.
This tip is adapted from “What Great Sponsors Do Differently,” by Herminia Ibarra and Rachel Simmons
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