Let’s assume you have the technical skills to do the job. You have been praised for your tremendous drive, ability to execute and astute decision making.
As a leader you demonstrate empathy, understand other perspectives and excel at collaboration.
During stressful times you are called upon to help navigate and guide your team through unchartered territory. You are seen as agile with the ability to adapt to new scenarios.
When it comes to creativity you are prized for your innovative thinking and provide direction that is not only profitable for your area but rather the enterprise as a whole.
Leaders who have all these attributes should soar, except in reality only some of these highly talented leaders truly advance in their careers. If someone with this profile applied for a role they would be scooped up, viewed as a high potential and it would be expected they have a strong career trajectory.
We do know though that many talented leaders do not unfortunately rise within their organisations. Why is that? It all comes down to sponsorship.
We must first define the difference between a mentor and a sponsor. Mentors play a valuable role in offering career advice and strategies for work place challenges.
Sponsors on the other hand take a very active role in helping advance your career. They will rely on their sphere of influence to put you forward for career opportunities. In essence a sponsor is prepared to risk their reputation for your career. They will create opportunities for you to be assigned to special projects, advocate on your behalf to their colleagues and play a pivotal role in getting you to the next level.
It is not enough to do great work or have a great boss who believes in you. As a leader you have two types of currency. Your technical currency. Why you were hired to do the job and your relationship currency.
Know one tells us this when we are in school or early on in our careers. Sponsors generally are almost accidental. Most employees never have a sponsor. The mistake we make is keeping our head down and believing that hard work will get you there. Hard will be recognised but only to a degree.
To find a sponsor you must start early in your career. Here are the 4 things you should be doing.
1) Begin by raising your hand and requesting to be on a special assignment.
2) Do your research and find out which executives have a track record of promoting their directs.
3) Discover which leaders have been instrumental in paving the way for their employees for roles with greater scope and complexity.
4) And finally pay attention to who the decision makers are when it comes to talent.
Organisations more than ever before need leaders who are strategic, who can project the future regarding technological changes and economic and competitive pressures.
There is another way to be strategic and that is being strategic when it comes to your career. You will not be successful by yourself. Whether you have aspirations for projects that have greater complexity, or you are seeking a promotion or want to lead a transformation, without a sponsor it’s close to impossible to get there.
Someone has to bet on you. Ask yourself who that leader will be and cultivate that relationship. Demonstrate why they should put their own reputation on the line.
