Attracting a sponsor who will get you promoted: Part 2
This article is the third in a three-segment series on sponsorship. If you haven’t read the first two segments, you can find them here and here.
Recently on Happy High Achiever I’ve talked a lot about sponsorship. I started by discussing how sponsorship differs from mentorship and the importance of attracting sponsors in order to progress in your career. Then, the conversation moved to intentionally cultivating sponsors who will get you promoted, which starts with establishing or improving your reputation among more senior leaders in your organization.
Today, we’re bringing the conversation home by discussing how to identify your most likely would-be sponsors, strengthen your relationship with those leaders, and ultimately inspire them to pound the table on your behalf.
What roles might a sponsor play in your career?
Before diving into how to identify potential sponsors, let’s establish who these people are and the possible roles you’d like them to play in your career. A sponsor works for the same organization that you do and is not your boss. They are impressed by your performance, convinced of your potential, and eager to advocate on your behalf.
Ultimately, the point of developing sponsors is to land yourself in the consideration set for opportunities for which you otherwise might not be considered. A sponsor can do so in one of three ways: by nominating, advocating, or deciding:
Nominate: As opportunities arise, whether through a vacancy or the creation of a new role, a sponsor may add you to the list of people who should be considered for the job. A sponsor might also nominate you for growth opportunities within your current role, like managing a new project or representing your team on a high-visibility cross-functional initiative.
Advocate: During promotion discussions you want at least one sponsor advocating on your behalf in addition to the individual formally presenting your case. This sponsor will “second the motion” and share additional evidence that you’ve proven you’re ready for promotion. If you have any detractors or questioners in the room, without a strong sponsor you’re probably not getting promoted. And if there’s only a lukewarm response when your name is brought up, you’re probably not getting promoted either.
Decide: If your sponsor is the decision maker when it comes to hiring for a new role, approving a promotion, or staffing an exciting new project, they can simply make the call.
As you think about the roles a sponsor plays, it’s easy to see why having multiple sponsors becomes important. When the decision makers in your organization are considering whom to tap for a role or project, you want your name to come up and be met with enthusiasm.
Identify high potential sponsors
When it comes to building a list of potential sponsors, start by casting a wide net. Who are the leaders to whom you have some exposure who are also in the right position to theoretically be effective sponsors? Who cares about the projects you’re working on or the results you’re achieving? Whom do you present to on occasion, and who’s the recipient of your deliverables? Who engages with you or is responsive when you engage with them?
Write down all of the names that come to mind. If you’re having trouble creating your list, don’t go it alone. Ask a mentor for help brainstorming potential appropriate sponsors in your organization. Over the next few weeks, revisit your list and whittle it down to the handful of most likely sponsors given your current circumstances.
Unless you’re extremely siloed with no exposure to leadership, focus on people with whom you have some interaction — even if infrequent — rather than those outside your sphere.
Get on their radar and establish professional rapport
Once you’ve built a list of target sponsors, the next step is to get on their radar as a smart, effective person. If you’ve already implemented the actions from the last article around communicating more strategically, you should be well on your way. If you haven’t, I recommend making sure you’re communicating well before taking further action.
Next, find ways to add value and show interest in what this leader does. A great way to access a stream of such opportunities is by getting on one of their projects. If that’s not possible, come up with appropriate reasons to reach out. You might share an insight from your own work that’s highly relevant to what that person owns. Or you might pass along an article that you’re fairly certain they’ll find interesting. Find opportunities that make the most sense in — and are appropriate for — your organization, and use good judgment.
If you cross paths, talk to them! Potential sponsors should be people you think highly of and are excited — if a bit nervous — to speak with when the opportunity arises. Assume the opportunity will arise, and be prepared to have an interesting and relevant discussion.
Ask for advice, then implement it
Once you’ve established some professional rapport, it’s time to make a small ask. Find the right moment and request a few minutes on their calendar to get their advice on professional development. The goal of your meeting is to get their actionable suggestions for finding growth opportunities that will allow you to further develop a specific skillset or gain a particular professional experience, like leading a team.
How should this conversation go? It will depend on the leader, but here are a few points to keep in mind. Assume this person doesn’t know too much about you. Plan to succinctly explain your experience, what you’ve had the opportunity to accomplish and learn in your current role, and where you’re looking to develop. Make it clear that your motivation is professional growth, rather than gunning for a promotion. Asking about this person’s experience is often a good move, but any questioning in this area should be respectful of their time and have a clear purpose; you’re looking to leave this short meeting with a tangible action to take, not some anecdotes from their trip down memory lane.
If the leader gives you advice, take it, implement it, and follow up once you’ve had the chance to develop the skill or successfully complete the experience. Remember to thank them again for the advice and explain what you learned or were able to accomplish as a result. Doing this achieves a few goals: it gives you an excuse to share your accomplishment, it keeps you on their radar, and it helps them feel more invested in your professional development.
If they offer you a specific opportunity, such as joining a project team or doing a one-off assignment for them, prioritize this work, do a great job, and proactively update them as appropriate. Again, make sure that you thank them for the opportunity after successfully completing the project or reaching a big milestone if it’s a longer term initiative. Ideally they’ll see that you’ve done great work, and by thanking this leader you remind them that they chose to invest in your professional development, which will (hopefully!) encourage them to continue to do so.
What’s next?
As other potential sponsors come into your orbit, repeat this process. Every time you’re able to forge a relationship with a potential sponsor, you increase your likelihood of gaining recognition as a rising star within your company, receiving exciting opportunities, and getting promoted.
Remember, sponsorship is different than mentorship. With sponsors, you’re looking for one really good, substantive impression. Of course, more doesn’t hurt, but one is often all it takes to convince a leader to nominate you for an opportunity, advocate on your behalf, or decide you’re the person for the job. Having multiple potential sponsors increases the likelihood that you’ll be included in the consideration set or positively endorsed when your leadership team starts talking about candidates for vacant roles, new positions, and promotions.
It’s easy to get caught up in the day-to-day of your current role, or to feel that opportunities and promotions are given out randomly in your organization. It’s time to prioritize your career progression and own the fact that you have a role to play. Cultivating sponsors doesn’t happen overnight, but it’s well worth the effort. And when your efforts pay off, shoot me a note and share your story -- I’d love to help you celebrate your sponsorship success!
If you need help implementing the strategies I’ve discussed, or you’ve realized that it’s time for a new organization or role, I’m here to help. Learn about how I work with coaching clients or schedule a free, 30-minute strategy call.