The relationship you need to get right (how to be an effective sponsor of rising talent among the workforce, or a good protege)

Citation

(2012), "The relationship you need to get right (how to be an effective sponsor of rising talent among the workforce, or a good protege)", Human Resource Management International Digest, Vol. 20 No. 2. https://doi.org/10.1108/hrmid.2012.04420baa.009

The relationship you need to get right (how to be an effective sponsor of rising talent among the workforce, or a good protege)

Article Type: Abstracts From: Human Resource Management International Digest, Volume 20, Issue 2

Hewlett S.A., , Marshall M. and SherbinL. Harvard Business Review (USA), October 2011, Vol. 89 No. 10, Start page: 131, No. of pages: 4

Offers advice to managers on how to be an effective sponsor of rising talent among the workforce, or a good protégé, throughout the manager’s career. Explains that, although effective sponsors can help push junior talent into top management tiers, and good protégés can greatly expand the reach and impact of senior leaders, the relationship only works when both parties recognize that it is a mutually beneficial alliance, and a truly two-way street. Draws on the findings of the authors, from the Center for Work-Life Policy, who surveyed approximately 4,000 professionals in large corporations, conducted focus-group meetings involving 60 vice-presidents and senior vice-presidents, and interviewed nearly 20 Fortune 500 executives, and found that sponsors should, among other things, advocate their protégés’ promotions, coach them, call in favors for them, and help them to make connections. Concludes that protégés must be loyal, contribute more that would normally be expected, and bring complementary skills and networks to the job. Suggests that, no matter what the manager’s career level, such relationships are lifelong projects to be carefully cultivated, consistently nurtured and periodically refreshed. ISSN: 0017-8012 Reference: 40AT255

Keywords: Human resource management, Mentoring, Senior management, Mentors, Multinationals, United States of America, Surveys