The Minority Report - Part 2: The relationships you NEED to get to the top

“It’s not what you know, but who you know” this is exceedingly true and highly relevant in the workplace, particularly for minority individuals. That is, if you wish to progress.

Let me be clear. Without these relationships, your career will stagnate, you will struggle to progress and there will be many who will perceive others to be ahead of you.

1. The Sponsor
2. The Mentor
3. The Peer
4. The Friend
5. The Junior

The Sponsor

The MOST CRITICAL RELATIONSHIP IN YOUR CAREER, is by far a sponsor. Powerful. Influential. Credible.

This is someone who’s going to speak on your behalf to the higher ups, someone who’s going to highlight your achievements, someone who will unerringly advocate for you behind closed-door meetings to which you're not invited.

This is the one powerful individual who will persuade other powerful individuals to vote for you in the promotion rounds, to give you the biggest bonus, to fast track you to the top. And trust me, you will need every last vote you can get.

The difference between a mentor and a sponsor is while the mentor provides guidance, the sponsor acts. So how do you gain one? This is dependent on TWO things. Performance (hard work) AND relationships.

Performance - deliver that which has been asked of you AND a little extra. Go above people's expectations and you'll attract attention for the right reasons. This is valuable for 3 reasons, firstly you’ll get noticed and start to build your superstar reputation, secondly this’ll get you paid and promoted very early on in your career and finally, this will raise your visibility.

Relationships – invest in the RIGHT people in your environment. You cannot ask someone to spend their valuable political and social capital on you if they don’t know you. You need to invest time to connect and engage, give them the opportunity to know you, show them you are more than just your core role.

When identifying your sponsor there are 3 characteristics to look for: Influence -they need to have a seat at the decision-making table Exposure - they need some idea of your work and performance Power - they need the ability to make things happen After identifying your sponsor comes the ask. This is better done in person, where you’ll lead the conversation.

Let them know you are interested in getting promoted this year, tell them about the amazing year you’ve had (mention a few achievements). Explain how you cannot demonstrate anything further to prove your worthiness and readiness for this promotion.

Make them aware that you know there needs to be someone pushing for your case on your behalf during the promotion talks and even earlier if possible. Tell them they know you and your work and that they are aware of the great client feedback you’ve received and so you hope they’ll feel comfortable advocating on your behalf as a sponsor. This should seal the deal.

Be prepared, you may be declined. Why? Three reasons. They don’t feel they have enough exposure to your work (hopefully you’ve vetted them properly so this doesn’t happen); You think they have power, but they know they don’t (they won’t admit it in that conversation though); lastly, they just don’t like you. As mentioned in Part 1 of this series, not everyone will like you and that’s fine.

Finally, whilst collating this advice I spoke to many senior leaders in the finance, law and tech industries who have been sponsors for 15+ years. The one message which cropped up again and again and again, for all those potential sponsors out there is:

“If you have a seat at the table, you have a responsibility to speak up passionately on behalf of your junior. Don’t concern yourself with what others around the table will think or say, whether they’ll agree with you or not. NEVER worry that they’ll think you are supporting someone just because they look like you. If someone is worthy of your time, power and influence, DO IT!”

The Mentor

A mentor provides their time and tailored guidance, which when used correctly is invaluable. Similarly to the sponsor, the first step is always scoping out your mentor and explaining to yourself exactly why you want this particular person to guide you.

Is it because this person is “popular”, “senior” or because your mate in the other department is also being mentored by this individual? If so, they’re all the wrong reasons and you will be wasting your time and theirs.

Be really specific. Such as, I want XYZ to mentor me because they’re one of the few BAME individuals at their (senior) level in the department, if not the firm. Perhaps XYZ can speak to me about their journey getting to that senior position and the challenges they overcame, giving me an idea of what to expect and plan accordingly. Perhaps XYZ can give me some tips and help me put a strategic plan in place, including the timeline (so important!). This person doesn’t have to be BAME, as there are absolute advantages of having a non-BAME mentor too – such as potentially developing your mentor into your sponsor. This part is your choice and there is nothing wrong with having more than one mentor, as long as you’re selective and not wasting anyone’s time.

Find out a little about this person’s career history. LinkedIn is probably the easiest tool for this, the second easiest method is talking to people who know this person. The most relevant part of their career journey would be up to the point where you are, or a level or 2 above. Perhaps the most important aspect of mentoring is understanding 95% of the effort, planning and management should/will come from your side. The 5% the mentor brings is more valuable than your whole 95%. For the moment.

I would recommend having a few options as not everyone will have the time/patience/skills/will to mentor. Rejection and failure are a crucial part of success. As is perseverance. Once, you’ve shortlisted your mentors the next part is the ask. This part requires delicate handling and depends on the culture of the firm.

Unlike the sponsor, in this particular case I would suggest dropping them an email. A quick intro of who you are, your background and your position in your team. Mention how interested you are in some of their work, whether it be their core role or any extra-curricular activities they may be involved with. Find something that you both can relate to – do you both work on the same client or are part of the same work society? Mention how you would love to catch up with them when they have time, maybe over a quick lunch or coffee break, to learn a little more about them. Don’t mention mentoring.

The best mentors and advocates will always reply, sometimes late, but will enthusiastically agree to meet up and even suggest booking in further catch ups afterwards. If they don’t mention further catch ups, then you should. Once a month is ideal, but you need to be prepared and lead the agenda.

The first meeting is also a good chance for you to analyse whether this is someone who’s guidance you actually want. Don’t go for someone who is inexperienced or comes across as having no clue what they’re talking about – your prior research should have vetted out those individuals. Some people are just idiots. Stay away from them.

The Peer

You know that person who is at the same level as you? They may have started in the same cohort as you or came in as an experienced hire at your level, but you were able to connect with them on a professional level. They seem focused and generally work well with other people. Someone who isn’t necessarily in the same social group as you or even from the same background as you. This is your peer.

As you are both at the same level you can relate from a work perspective. Whether it’s reviewing work for a junior or passing work upwards or even working on a similar project. You both know the ins and outs of working at that level. You will likely progress through the ranks together.

This relationship will allow you to share tips and ideas with each other on how to work with certain juniors or seniors that perhaps require a slightly different tact than usual. Perhaps you can even share ideas around productivity or hybrid working. You most certainly will have each other’s backs from a work perspective and may even step up to help with each other’s clients when there is some slack or work overload. You’ll catch each other up when one of you is absent from a meeting or important event. If you need a second pair of eyes to quickly review a piece of work before it’s sent onwards or want to brainstorm an aspect of a project, this is your go to person.

As you are not necessarily in each other’s social groups, the relationship will remain polite and professional, yet you will value this other perspective and help each other where you can.

The Friend

The friend. Now, for most of you reading this you will have more than one friend in the workplace. But this one friend I’m referring to is your most closet ally and usually (but not always) is at the same level as you. They will work closely with you and go through most of the same day to day experience as you. Their perception of work and your team will be similar to yours. You will trust each other with a lot. You will likely have lunch with them on a regular basis and to some extent your departmental network will be the same.

So, if all the other relationships I’ve mentioned are the polar opposite of you, then what is the point of mentioning this relationship, which is so similar to you?

For one simple reason. Work life is more fun when there’s someone to experience it with. You will regularly vent to each other about everything and anything. Clients, colleagues, workload, potential new employers, that micromanager, the list goes on.

You will also bounce ideas off one another, support one another through the rough days and celebrate each other’s successes on the good days. You’ll make sure you are both on track with your goals, whether that is passing your professional exams or building your case for promotion.

Be very careful who you choose as this friend, you need someone positive, who understands their career is a marathon not a sprint, someone who is focused and proactive around their career. This person will be close to you, so can influence you in a way the other relationships cannot. Pick carefully and as always, it’s a good idea to have a backup in case one of you leaves or something goes awry.

The Junior

This one may come as a surprise to you. Why would you need to know a junior in order to excel? Granted this is not someone as influential as a sponsor or as knowledgeable as a mentor, but this is someone that can provide you with insights that both of them cannot.

This relationship usually comes into play when you have gained experience after a year or two, have progressed and a new cohort of juniors have joined the firm and are a level below you. Treat the junior as you would want to be treated. Be the senior you never had. Guide them, provide them with regular feedback and generally just lookout for them. You don’t need to be their best friend because you aren’t. You are senior to them after all

Having built this relationship with a junior, you will then be in prime position to have insights into the whole cohort of juniors via this one person. You will be trusted, rightfully so as you won’t betray that trust, but you will be able to provide your managers with those valuable insights that only you are privy to. If the juniors are behaving odd or there seems to be some bad blood between them, you’ll know. Or if is there a specific senior/manager that is perhaps throwing their weight around needlessly, because a small amount of power has gone to their tiny little head (happens often in corporate environments where little or no people management training has been provided), then you will be the one to know. Swiftly bringing this to the attention of the higher ups, who will resolve problems before things get out of hand, avoiding disciplinary action against anyone or even worse unnecessary resignations from juniors no longer wishing to work there.

This insight will then lead you to be that beacon of light for your managers by being the voice of the juniors, providing management with the solution to the problem. Juniors tend to stay quite when faced with problems in the workplace and are reluctant to speak out to management out of fear of being seen as the problem. By acting swiftly, you will solve problems for management with the juniors quickly getting back on track. You will become invaluable.

Summary

Alongside hard work, the 5 crucial relationships for continued success in your career are:

• The Sponsor - The most critical relationship in your career. Powerful. Influential. Credible. Advocating your success on your behalf to the higher ups, highlighting your achievements, and tirelessly using their political and social capital to get you up that corporate ladder.
• The Mentor - Providing their time and TAILORED guidance. They can help plan your progression and speak about their journey and the challenges they overcame.
• The Peer – Your second pair of eyes, not necessarily in the same social group or even from the same background, but being at the same level, you can both relate from a work perspective. You share ideas and ultimately have each other’s back when working together.
• The Friend – All careers have highs and lows. So having someone trustworthy to share those experiences with relieves pressure and makes work enjoyable. You’ll get each other through the rough days and celebrate the good times together.
• The Junior – You’ll gain insights into the cohort of juniors via this one trainee. Providing your managers with those insights to solve/anticipate problems, makes you invaluable.

These relationships are key to building your brand, your network and flying through the ranks. In general, I suggest you build relationships with your team, key stakeholders outside your own department and externally within the wider business sector. Part 1 in my series reveals how to do this well.

Just as important as establishing relationships is, there are also relationships to avoid. Be sure to stay away from, distractions, hindrances, toxic colleagues and those who will do nothing for your career.

Always be helpful and polite, but don’t waste your time with those who, after you establish effort show little to no interest in you or those who have no interest in helping others. Don’t spend too much of your time unnecessarily. After all, it is the most valuable commodity in the world.

Finally, NEVER forget to pay this forward. Could you be one of these for someone else??