Concrete Sponsorship Actions

Transfer of Credibility and Power Language

Effective sponsorship requires enthusiasm and linguistic precision. When a leader talks about his or her protégé, he or she is transferring his or her own credibility to her.

If the leader is not comfortable expressing genuine, unequivocal admiration for his or her candidate's capabilities, sponsorship will not work.

An example of weak sponsorship would be saying at a talent review meeting, "I think Director Fernandez is a hard worker and could be a good fit."

This tepid language ("could," "good fit") does not inspire confidence and is often interpreted as a lack of conviction. In contrast, the language of a strong sponsor is assertive and definitive.

Imagine a scenario where a key promotion is being debated; the sponsor should intervene by saying, "Fernandez is unquestionably the strategist we need for this expansion; she has my full confidence and backing because she has demonstrated superior results."

In addition to words, actions matter: the sponsor should create exposure scenarios, such as bringing the protégé into high-level negotiations or allowing her to present the team's results to the Board of Directors, validating her authority in front of other power players.

Social Capital and Risk Management ("Glass Cliff")

Sponsorship involves sharing social capital, which differs from human capital (what one knows) in that it resides in relationships and influence.

An effective sponsor opens up his or her contact book: he or she includes his or her protégé in exclusive mailing chains, introduces her to VIP clients and integrates her into the informal circles where insider information flows. True sponsorship, however, involves risk.

It involves backing a woman for a challenging opportunity or a bold promotion for which, in the traditional view, she "may not be ready."

Often, women are only considered for leadership roles in times of crisis (the "Glass Cliff" phenomenon).

The ally must have the courage to bet on her potential and, crucially, provide the necessary air cover and support for her to succeed, preventing the opportunity from becoming a sabotage trap.

For women who are already in leadership and face the double bind (being seen as weak if they collaborate or aggressive if they command), the sponsor acts as a shield, defending her leadership style publicly and offering disagreement or fee