One of the toughest jobs in business: Becoming a “sponsor” to protect female executives


– Sponsored her. Women in the workplace need guidance and sponsorship. Advocate sponsor Rosalind Chow explains that the latter is a person who advocates you, he explains Doors you can open.

But sponsorship is usually not a minor issue for senior leaders, and it may be a bigger requirement for women. The rising women are more likely to need to “protect” their sponsors.

“Female proteins tend to be criticized more frequently, so female sponsors need to protect more often than male sponsors,” Chow said. “But protection is a very expensive sponsorship act. … It means they are using their social capital. Every time they do so, it makes them more credible.” Over time, this can hurt women in the workplace-their efforts “may start to be less efficient,” Chow said.

She shares an example in the book. The directors of the Women’s Leadership Program recommend part-time coaching to take full-time positions. The coach was passed, and the university government took her lack of a PhD as a decisive factor, even though the school recently promoted a male coach without a PhD. Most importantly, the director was accused of her of opposing the recruitment process and the willingness of other faculty members. “For her efforts, she gained damaged relationships and broken trust,” Chow wrote.

Book cover

Provided by PublicAffairs

This is just one of the differences that women seeking allies to support their career development. The difference begins with WHO Women seek to serve as sponsors – usually other women. Since men still dominate most corporate leadership, this may mean that the “level of power of sponsors” for women’s rise may vary compared to men.

Efforts to deal with these gaps (such as networks) can be punished by themselves. “When women finish, the network is manipulative, and when men finish, it’s just ‘yes, that’s what people do,” Chow said. Women who are positively networked often receive lower leadership ratings than men, and connections with people of higher status are seen as strategic.

Ironically, sponsorship hurts senior women – women often see it as a more “tasty” form of the web. “The point is not you. It’s about helping others… not trying to maximize everything for yourself,” she said.

Chow previously developed a mentoring program for black professionals at the Senior Leadership Institute, and her goal is to take leaders from mentoring to sponsorship, from trying to change the behavior of trainees, to let others see how great that person is already.

That’s why she says one of the most critical ways men can support women in the workplace is to sponsor them. Men can take advantage of the power they receive and take risks that senior women usually cannot afford without the risk of harming their profession. Senior male leaders should ask themselves: “How many women do I know? How many women do I trust, spend time, respect?” she suggests. “All women you know and respect, you should sponsor.”

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