The document discusses the roles of networking, mentoring, and sponsoring in career advancement. It begins with speakers introducing the topic and asking participants to share what words come to mind related to networking, mentoring, or sponsorship. It then discusses the benefits of formal and informal networking. A key point made is that formal networking provides information, builds relationships, and offers career opportunities, while informal networking provides moral support. It also discusses the differences between mentoring and sponsoring, emphasizing that sponsors are more influential and directly advocate for one's career, while mentors provide advice and support. The document stresses the importance of finding sponsors to advance one's career.
This presentation addresses the following:
-Meaning of Motivation and Leadership
-Key Features of Motivational Leaders
-Providing Motivational Leadership using Specific
-Motivational Theories
-How to Practice Motivational Leadership
Female Leadership presentation for Leadership in Comm course summarizes Research Paper findings. Fall 2007. Powerpoint by Heidi Paruta. (Tonya Stansel contributed half the information for slides, and put together paper handed in)
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
This presentation addresses the following:
-Meaning of Motivation and Leadership
-Key Features of Motivational Leaders
-Providing Motivational Leadership using Specific
-Motivational Theories
-How to Practice Motivational Leadership
Female Leadership presentation for Leadership in Comm course summarizes Research Paper findings. Fall 2007. Powerpoint by Heidi Paruta. (Tonya Stansel contributed half the information for slides, and put together paper handed in)
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
http://minimba.co.za
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Leadership skills and its impact on organizational performancePreet Gill
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Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
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A presentation for an ACSA Women's Leadership Network. Dr. Dawn Smith shares from the research regarding the importance of sponsorship in a person's career advancement.
Expand Your Network: How to Identify Advisors, Mentors, Sponsors and Collabo...Monica Feliu-Mojer, Ph.D.
This workshop offered tips and advice on how you can support your career advancement by cultivating a professional and personal network by identifying advisors, mentors and sponsors. Presented at the 2015 SACNAS National Conference by Drs. Mary García-Cazarín, Yaihara Fortis-Santiago, Kermin Martínez-Hernández, Nahyr Rovira-Figueroa, and Mónica Feliú-Mójer.
http://minimba.co.za
In these slides we share information on Visionary Leadership and how it relates to business management. Who is your favorite visionary leader and why does he inspire you?
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
A presentation for an ACSA Women's Leadership Network. Dr. Dawn Smith shares from the research regarding the importance of sponsorship in a person's career advancement.
Expand Your Network: How to Identify Advisors, Mentors, Sponsors and Collabo...Monica Feliu-Mojer, Ph.D.
This workshop offered tips and advice on how you can support your career advancement by cultivating a professional and personal network by identifying advisors, mentors and sponsors. Presented at the 2015 SACNAS National Conference by Drs. Mary García-Cazarín, Yaihara Fortis-Santiago, Kermin Martínez-Hernández, Nahyr Rovira-Figueroa, and Mónica Feliú-Mójer.
In this world full of clutter breakthrough the minds of your consumers and make yourself etched with effective Sponsorship & Event marketing Program. Discover how !
You don’t have to be an executive to be a sponsor! In this webinar, hear from sponsors and their protégés about the power of sponsorship, how it works, and what it takes to be an effective sponsor. We’ll also talk about how to foster a corporate culture that uses sponsorship to expand opportunities for women to move into leadership roles.
Guest Speakers: Namrata Yadav, Head of Inclusion Strategy and Diversity and Inclusion Learning, Anna Ettin, Vice President, Diversity and Inclusion Consultant, and Monica Brunache, AVP, Project Manager at Bank of America.
Sponsors are influential leaders who advocate for you and connect you with career opportunities. Harvard Business Review has reported that high-potential women are over-mentored and under-sponsored relative to male peers. Explore the difference between mentors, advocates and sponsors. Learn to identify potential sponsors, how to sponsor others, and how build a culture of sponsorship in your organization.
Leading with heart requires us to look within ourselves to learn how to create a culture in our program where all staff feels valued, respected, and celebrated. Administrators will break down and assess how to set clear standards, set an example for the team, and ultimately create a culture of retention and motivation.
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Features public relations professionals:
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Women who break through into senior leadership positions get there by mastering the art of influence. Explore ways to gain a voice and a seat at the table in your company. Understand the mechanisms of power and influence within your organization and identify six sources of influence you may not be fully utilizing. This presentation explores ways to gain buy-in for ideas, enhance your credibility, and make a larger impact in business.
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Whether you work at a nonprofit or a corporation, this webinar will teach you the critical focus areas for partnering across sectors to create fulfilling, engaging and high-impact employee volunteer programs.
Align, Don’t Hustle: Syncing Your Fundraising Career With Your Personal ValuesBloomerang
https://bloomerang.co/resources/webinars
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Networking, Mentoring, and Sponsorship
1. The Roles of Networking,
Mentoring, and Sponsoring in
Career Advancement and
Professional Growth
#WSLF15
Presented by
Dr. Shelly Yarbrough @yarbroughshelly
Dr. April Moore @aprilmmoore
Dr. Dawn Smith @functionalteam
Yvonne McFadzean @jyvonne08
2. When you think of
networking, mentoring, or
sponsorship, what words
or feelings come to
mind?
Tweet you response using
#WSLF15
4. The Roles of Mentoring & Networking
Presented by April Moore, Ed.D. @aprilmmoore
5.
6. Benefits of Formal
Networking
• The benefits of formal networking include the following categories:
information learned, building relationships, and career opportunities.
• “I belong to several formal network groups that help me stay up to
date and focused, while lending moral and personal support.”
• “Able to discuss alike challenges, learn about new laws, work
together on issues and learn about different ideas on how to
resolve same issues.”
• “I constantly engage in networks. This is where we share ideas,
experiences, stories, burdens, and get renewed and refreshed to go
do it again.”
• “Developed a network via email for quick advice. The network
provides me with support and a group of more experienced
professional to learn about the role of the superintendency.”
7. • You know, it’s access to people on a regular basis to share
issues, problems, friendships, support, knowing you are
not alone. Knowing people, finding people you can trust
to pick up the phone, safe people. Sometimes it is in your
district but sometimes it is out of your district. Once you
leave a principalship in a big district, then there’s very
few–you are usually in these one-of-a-kind jobs so you
really need [laughter] you really need people beyond
that, need people to help you reflect.
Benefits of Formal
Networking
8. • You know, it’s access to people on a regular basis to share
issues, problems, friendships, support, knowing you are
not alone. Knowing people, finding people you can trust
to pick up the phone, safe people. Sometimes it is in your
district but sometimes it is out of your district. Once you
leave a principalship in a big district, then there’s very
few–you are usually in these one-of-a-kind jobs so you
really need [laughter] you really need people beyond
that, need people to help you reflect.
Benefits of Formal
Networking
9. Benefits of Informal
Networking
• The benefits of informal networking include moral
support and the humanizing element of social media.
• “We are able to bounce problems and solution/ideas off of one
another; we ‘blow off steam;’ we keep things confidential, and
we celebrate the successes of each member of our group. I
know I can count on my colleagues in any situation.”
• “It helped me gain confidence in my judgment and skills. I was
also able to provide the same support to colleagues as my skill
set expanded.”
11. Which of the strategies have you tried? Which
resonate with you? What might you try next?
NetworkingStrategies
• Attend organizational
events & mixers
• Invite a colleague
• Initiate regional networks
• Leadership team becomes a
network
• Invitation to a meal/social
event
• Connect through your
Professional Learning
Network (PLN)
MentoringStrategies
• ACSA mentoring
• University programs
• Organizational
opportunities
• Initiate mentoring programs
• Leadership team members
become mentors
• Initiate this role with
someone under you
• Invitation to a meal/social
event
13. Mentorship and
Sponsorship
• Both mentoring and sponsorship are critically
important to career advancement
• Research conducted at the Center for Talent
Innovation (CTI) shows sponsors, not mentors
provide real career traction
• Pay raises
• High profile assignments
• Promotion
14. 1. The concept of sponsorship is new to me.
Powered by www.WebSurveyMaster.com
15. 2. Sponsorship is significantly important to
career advancement.
Powered by www.WebSurveyMaster.com
16. 3. Sponsorship is as important for the
sponsor's career as it is for the one being
sponsored.
Powered by www.WebSurveyMaster.com
17. What is a Sponsor?
• An influential backer who believes in YOU
• Someone who will get you to the top
• Goes out on a limb for you
• Opens the door to your next job
• Introduces you to the right people
• Makes a case for you in those top-level conversations that
could make or break your career
18. Differences Between
Mentoring and Sponsoring
Mentor
• Talks with you
• Advises
• Helps to prepare you to move
up
• Identifies strengths and areas
of growth you may not see in
yourself
• Helps you navigate the
corporate ladder (the unwritten
rules)
• Provides a sounding board,
shoulder to cry on, support,
and guidance
• Little is expected in return
Sponsor
• Talks about you
• Acts
• Makes sure you have all the
right roles
• Connects you to important
players and assignments
• Offers guidance and critical
feedback because they believe
in you
• Expects stellar performance
• Expects your loyal support
(trust is at the heart)
• Benefits from your success (no
one gets to the top alone)
• More risky than mentoring
(spend political capital)
19. Sponsorship
• The idea of sponsorship has recently gained momentum as
companies aim to move more women into corporate leadership
positions
• Deloitte, PepsiCo, Intel, GE, Raytheon, AT&T, Citigroup, Morgan
and Stanley, and American Express have launched new sponsorship
programs aimed at helping women executives find sponsors
• The latest research shows that the vast majority of both men and
women feel more satisfied with their rate of advancement when they
have sponsors
• A culture of sponsorship is good for everybody
• Between 2008 and 2010, managers who sponsored protégés earned an
average of $25,075 more than their peers who did not
• The ability to spot talent and help nurture is an asset to senior managers
20. Importance of
Sponsorship
• High-potential women are over-mentored and under-
sponsored relative to their male peers
• According to a Harvard Business Review (2010) study of
4,000 MBAs of both sexes, men are still more likely than
women to have powerful sponsors (as reported by
Catalyst, a nonprofit research group)
• Without sponsorship, women are less likely than men to
be appointed to top roles and maybe more reluctant to get
them
21. How to Find a Sponsor
• You don’t really choose a sponsor. They have to choose you
• Performance counts (You must earn this type of investment)
• Demonstrate you will deliver outstanding performance
• Always make your boss look good
• Be confident
• Have a thick skin and take feedback well. Act on any given advice
• Build on mentoring relationships
• Identify higher-ups who impress you
• Be strategic—clout, not style will turbo charge your career
• Two-levels up
• Nurture relationships with multiple potential sponsors
• Let potential sponsors see you in action
• You need to become a known entity
• Volunteer for big/visible assignments, attend conferences, and become active in
your industry
• Show you are hungry for an opportunity
• Suggest improvement in the way things get done
22. The Challenge
“Everyone who has realized an amazing vision or exerts
remarkable influence can and will point to a series of sponsors,
powerful individuals who helped pull them up and fund their
ventures or clear a path forward. There are no exceptions.”
--Sylvia Ann Hewlett
23. References
• Alsever, J. (2012, May). Want to move up? Get a sponsor. Fortune, 165(7),
53-54.
• Fisher, A. (2012). Got a mentor? Good. Now find a sponsor. CNN Money.
Retrieved from http://management.fortune.cnn.com/2012/09/21/women-
mentorship-sponsorship/
• Hewlett, S. A. (2014). Forget a mentor, find a sponsor: The new way to fast
track your career. Boston, MA: Harvard Business Review.
• Hewlett, S.A. (2013). Mentors are good. Sponsors are better. New York Times.
Retrieved from http://www.nytimes.com/2013/04/14/jobs/sponsors-seen-as-
crucial-for-womens-career-advancement.html?_r=0
• Schawbel, D. (2013). Sylvia Anne Hewlett: Find a sponsor instead of a mentor.
Forbes. Retrieved from
http://www.forbes.com/sites/danschawbel/2013/09/10/sylvia-ann-hewlett-find-
a-sponsor-instead-of-a-mentor/
24. Which of the strategies have you tried? Which
resonate with you? What might you try next?
Sponsoring
Strategies
• Start w/mentorship & relationship
• Build trust to leverage the relationship
• Find someone of influence to be your
sponsor
• Initiate this role with someone under
you
25. Dance Card
Preferred Coach or Mentor
What qualities did the coach or mentor possess?
Effective Networking Experience
What elements worked well?
Action Plan
Choose one of the professional relationships discussed in the presentation. What is your role?
What strategies will you use?
When will you start?
In 30 days, with whom will you follow up?
NetworkingStrategies
•Attend
organizational
events & mixers
•Invite a
colleague
•Initiate regional
networks
•Leadership
team becomes a
network
•Invitation to a
meal/social
event
•Connect
through your
Professional
Learning
Network (PLN)
MentoringStrategies
•ACSA mentoring
•University
programs
•Organizational
opportunities
•Initiate
mentoring
programs
•Leadership
team members
become
mentors
•Initiate this role
with someone
under you
•Invitation to a
meal/social
event
SponsoringStrategies
•Start
w/mentorship &
relationship
•Build trust to
leverage the
relationship
•Find someone
of influence to
be your sponsor
•Initiate this role
with someone
under you
26. Action Plan
Preferred Coach or Mentor
What qualities did the coach or mentor possess?
Effective Networking Experience
What elements worked well?
Action Plan
Choose one of the professional relationships discussed in the presentation. What is your role?
What strategies will you use?
When will you start?
In 30 days, with whom will you follow up?
27. Continue the Networking:
Join the conversation on
facebook and LinkedIn
Like us on facebook at
www.facebook.com/ACSARegionXIXWLN
Join our group on LinkedIn: ACSA Region XIX
Women's Leadership Network
Editor's Notes
All: meet and greet attendees prior to the beginning of the session
Shelly: Welcome, Introductions? Tell the story of Region XIX WLN launch
Shelly:
Shelly:
Story of Region XIX WLN launch. Segue to April.
April
It is likely a combination of the gender and ethnicity, but we know for sure that gender is a factor. This graph was published in School Administrator in August 2013.
April: have colleagues in the audience read each bullet (numbered on a handout)
April: have colleagues in the audience read each bullet (numbered on a handout)
April: have colleagues in the audience read each bullet (numbered on a handout)
April: have colleagues in the audience read each bullet (numbered on a handout)