What Are You Prepared to Say to a Prospective Career Sponsor?

This is the second in a series of posts that explores the steps that you can take to secure a sponsor.  In my first blog on this topic I suggested five actions for obtaining a sponsor:

1. Know who you are and what you want
2. Develop your brand
3. Network with senior executives
4. Volunteer for cross-functional projects
5. Approach and secure a sponsor

This blog tackles the first action:  Know who you are and what you want.

Studies show that sponsors clear the path for career advancement, but the inability for women to connect with senior management in securing sponsorship is one of the biggest barriers to their career advancement.  A sponsor is a senior manager in the organization who actively advocates for your career advancement and is in a position of influence to help push it forward.  

Before others can advocate on your behalf to help advance your career they need to know your passions, strengths and values, and your vision of your career path.  You must be clear on your career goals and know who you are and what you stand for before others can help you.  If others don’t know what you want and the value you bring, they can’t help you move your career forward. The following happened recently and illustrates the importance of these points.

I was talking during a break between the educational sessions at a recent professional meeting with several attendees.  During our conversation the topic of career progression came up.  One of the attendees offered that she was working on a second Master’s degree.  I asked her what type of position she saw herself obtaining after her studies concluded.  Her response was, “I’m not sure, there are so many opportunities.”  Since this was a vague response, I probed her some more and asked her to narrow down the opportunities.  She replied with an equally vague response:  “Something in compliance.”

At this point, I turned to another attendee, who was also completing a Master’s, and asked the same question. In contrast to the previous response, this person provided not only a specific goal, but also gave a picture of his passion:  “I see financial management as being critical in healthcare.  I’m going to take my current background and education and in five years be the CFO of a smaller healthcare organization. My ultimate goal is to be the CFO of a large healthcare system.”

Wow!  You can see the difference between the two answers.  The first one lacks clarity and sense of purpose.  In the second one, however, the energy, confidence, and determination just jump off the page.  The response not only includes a specific goal, but also offers a picture of this person’s passion.  My immediate reaction was to engage in further conversation and offer him ideas on how he could reach his five-year goal.

It was not lost on me that there was a gender difference in the responses. While the above example is a snapshot in time, it conforms to findings of research studies that show, on average, that women are less clear about career goals and have lower confidence, ambition, and career expectations.  Lack of career clarity has been cited as a significant barrier in holding women back.  So beefing up career clarity is especially important for women.

So how do you develop career clarity?  Here are some questions that can help you clarify your career vision:

• What are your strengths? (To identify your strengths, take the VIA 24 Character Strengths survey from Penn State available for free at www.authentichappiness.com).  Study your top five strengths.  Usually you are at your best and most fulfilled when you are using these strengths.
• Think about a time that you were at your personal best.  What strengths did you use that helped you perform well?  Are these in the top 10 of your VIA strengths?
• What do you like to do?  What is your passion?  Write these down.  Assess how these mesh with your top strengths.
• What would you like to achieve in life (your vision or legacy)?  Write this down.
• Given your vision, strengths, and passion, define your career path.  Where do you want to   be in 15 years?  Write this down.
• What must you do in the next year, in 3 years, in 5 years and in 10 years to get where you want to be in 15 years?  Write out a plan for each of these time periods to get you where you want to be.
• When a prospective sponsor asks you what your career future looks like what are you now prepared to say?

Honoring the Individuality and Values of Every Woman Who Turns Its Pages

This is the fifth in a series of posts on how my new book, 52 Week Game Changer:  How She Leads, went from vision to reality.

I believe that everyone has the potential for leadership.  I also believe that the roots of leadership are found at our very core—our personal strengths and values.  Leadership is rooted in who you are, not in trying to be someone else. Unfortunately, many of us do not think about, much less honor, our strengths and values to the extent that we should. 

Through coursework for leadership coaching and through the coaching experience itself (both as the coach and the coachee), my belief has only intensified that honoring personal strengths and values is as necessary for leadership success as water is for sustaining aquatic life.   If we do not know who we are how can others know and follow us?  If we do not honor our strengths and values, practicing and exhibiting them, how can we expect to model the way for others?  If we are not constant in the use of our strengths and values, how can we expect others to trust us?

The definition of confidence is a belief in one’s own abilities.  Studies have repeatedly shown that an important part of leadership is self-confidence and the belief that you can succeed. Those who lack self-confidence often avoid risk and are more cautious in career choices. Knowing your strengths and knowing how to leverage these is a critical underpinning of self-confidence.

Because knowing, honoring and levering your strengths is essential for leadership, six weeks in the initial part of changing the game is devoted to helping you know and honor what you bring to the table, finding your voice to speak for yourself, standing up for your convictions and believing that you have the ability to “Change the Game.”

From Chaos to Inspiration

The following is the second in the series of how my book, 52 Week Game Changer:  How She Leads, went from vision to reality.

The heart of my book had been revealed, but to fulfill its purpose, the book needed structure, organization, and arrangement.   Over the next couple of weeks, ideas for the book’s content, like Ping-Pong balls, popped into my head endlessly, and at the oddest times. Sometimes the ideas magically appeared while I was strolling in my town’s historic square, or when I was walking the dog, or when I woke, tossing and turning at 3:00 AM in the morning.  I ceaselessly catalogued all of them in my mind.  I doodled sketches on notepads, and wrote ideas on post-its, the grocery list, and even on the phone message log.  I struggled constantly in trying to find the right balance among the infinite thread of ideas.  Chaos seemed to reign.  But one day inspiration hit like a fireball…..the clues had been there all the time, I just hadn’t noticed until now.

I have been a career advisor, mentor, and sponsor to hundreds (and perhaps even thousands) of women over my 40 year career.  I have worked with women; I have been in a professional field made up of over 90% women and I have seen women struggle to try to make it up the career ladder.  I’ve been there myself, for goodness sake! 

I’ve seen and experienced the structural and cultural barriers that hold women back, but I also know that for many of us the center of what drives us forward in fulfilling our potential is frequently also the same as what holds us back…..it is ourselves. 

This is the inspiration that hit me like a fireball and created form out of the endless rain of ideas.  The book’s structure would be framed around ourselves….the celebration of personal strengths and values, and the discovery and commitment to a personal vision, purpose, mission and goals.  Leveraging these —strengths, values, vision, purpose, mission and goals—is the essence upon which leadership rests and when activated will not be stopped. 

In the end, we cannot truly lead others until we are inspired and can lead ourselves.

Next installment of the series:  Discover how the title of my book almost fell into my lap!