How can you encourage sponsorship in Executive Management?

Identifying a potential sponsor starts with you. Before attempting to make any connections, you'll want to get clear on your goals and values. Your ideal sponsor will be there to help you realize your goals and should align with your values. It all starts with you!

Encouraging sponsorship in executive management involves creating a culture that values and prioritizes mentorship, and support for diverse talent, ultimately contributing to a more inclusive and successful organization. I

As a first step identify who can be potential sponsors. Then a quick research to understand their profiles, achievements and interests. Make a shortlist who you want, what connections you have or can build and then reach out in an appropriate way.

Identifying potential sponsors is a key step for executive managers seeking career advancement. A notable Harvard Business Review case study illustrates this: a junior executive identified a potential sponsor by researching senior leaders who aligned with her career aspirations. She meticulously analyzed their professional backgrounds and achievements to ensure their visions and goals resonated with hers. This strategic approach led her to initiate a meaningful connection with a senior leader, eventually becoming a valuable sponsor, significantly impacting her career trajectory. This example underscores the importance of deliberate selection and informed engagement in forming effective sponsorship relationships.

Encouraging sponsorship in executive marketing involves showcasing the alignment of initiatives with business goals, demonstrating a clear return on investment, and building personalized relationships with potential sponsors. Emphasize thought leadership, leverage data for measurable impact, and collaborate with other departments. Develop compelling narratives, provide customized sponsorship packages, and maintain open communication to highlight the value executive marketing brings to the organization.

From an executive perspective demonstrating value in return is paramount when seeking sponsorship. Need to communicate your strengths, what you bring to the table in terms of skills, problem solving approach, team dynamics and ability to lead/be a team player etc. while also seeking advice and feedback on areas of development from the potential sponsors.

Asking for sponsorship requires clarity and confidence. Drawing from a McKinsey study, a young executive in a tech firm approached a potential sponsor with a well-articulated request, outlining her expectations and what she could offer, leading to a mutually beneficial sponsorship agreement. Frankly, if you don't ask, you're unlikely to have sponsors simply stumble into your life. This step is essential. Get out there and network, seek mentors, find others who believe in your work and whom you trust, and then ask them for their sponsorship. This isn't rocket surgery, but you won't get far without it.

Maintaining a healthy relationship with sponsors is crucial. A PEW Research case highlighted an executive who regularly updated their sponsor on achievements and progress, actively seeking feedback and acting on suggestions, thereby strengthening the sponsorship bond. In other words, treat this like a relationship, rather than treating sponsors as assets. They're people who believe in you and are willing to bet their reputation on your work ethic, so be personal and personable with them, grow your relationship with them, and keep the fire alive with that sponsorship/mentorship/friendship.

Reciprocating sponsorship cultivates a culture of mentorship. A senior leader at Google, as noted in a Forbes article, became a sponsor herself, sharing her experiences and providing guidance to aspiring executives, reinforcing a culture of growth and support. Seriously, please pay it forward. You didn't get to your leadership position alone, and you owe it to all the people who make you look good to help them get on your level. Sponsor others, mentor others, hire others - we're none of us born as executive leaders; it takes a village to raise a good leader, and you're not the last in succession, so pay it forward and help others rise up too.

In addition to these steps, executive managers should emphasize diversity in sponsorship. A Harvard Business Review report showed that diverse sponsorship leads to broader perspectives, fostering innovation and inclusive leadership within the organization. Which should come as no surprise. Diversity of leadership is imperative to effectively reach a diversity of customers and serve a diverse world. To succeed, you need a diversity of perspectives, a diversity of inputs, a diversity of outputs, etc. So don't seek homogenous sponsors who will be your "yes men," and who look and act and think like you—what would you even learn from that relationship? Build a diverse board of advisors/sponsors for your career so you can grow beyond yourself.