PAPERmaking! FROM THE PUBLISHERS OF PAPER TECHNOLOGY Volume 5, Number 1, 2019
Our research with the Leaders’ Counsel found that people who are mentored:
x Are better prepared for promotions and have higher success rates; x Stay with their organizations longer; x Feel more satisfied with their jobs and careers; and x Rate higher on performance measures. We also found that “mentees” have greater impact in their organizations, are perceived as being more innovative and creative, show higher resilience to setbacks, and have stronger networks. A mentor may also be a sponsor — but not necessarily. A sponsor is a specific type of mentor who goes above and beyond giving advice. Sponsors are advocates who actively work to advance the career of their “sponsoree,” touting their accomplishments and potential, connecting them to others in their network, and recommending them for bigger roles. A sponsor pushes their “sponsoree” to take on challenging assignments and actively advances their career progression — including in off-the-record or closed-door meetings with other leaders. Since the people who can advocate and create opportunities for others have some level of authority in an organization, they are likely upper-level leaders — people in power. And as the statistics above noted, in most organizations, that pool of influencers is still primarily male. So “while sponsors are important for men, they are critical for women,” says Martineau. “Yet men are more likely than women to have sponsors.” Mentoring at all career stages is important, but without sponsors who take that next step to advocate on their behalf, women — especially women of color — are at a disadvantage. Why Is There an Imbalance in Sponsorship Between Men & Women? There are several reasons why more men are sponsors and more men are sponsored. Like attracts like. Since people naturally tend to gravitate to other people who are like them, male leaders may unconsciously be inclined to mentor and champion other men. Similarly, women may not feel comfortable asking somebody several levels up — especially someone who doesn’t look lik e them — for advice or sponsorship. So even with no other factors at play, more men than women are sponsored, and leadership power structures remain largely unchanged. Unconscious bias also plays a role. “Historically, images and ideals of leadership have been associated with stereotypically ‘male’ qualities, and so because of that, women are less likely to be perceived as ‘leadership material,’ as compared to men,” notes senior CCL researcher Cathleen Clerkin. Research shows that women face a double bind of being seen as competent or likable — but not both. Research has also found that women receive fewer stretch assignments and more vague, personal, and unhelpful feedback than men — preventing them from getting clear information about their performance that would push them to learn, grow, and improve. Assumptions are problematic. “Often, women have the right qualifications and the personal readiness but are not considered for a promotion or critical assignment,” says Laura Santana, who works closely with female leaders in CCL’s Women’s Leadership Experience and other leadership development programs.
Article 10 – Women and Leadership
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