Sponsorship v Mentoring. Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 Mentoring v Sponsorship Getting the Next Generation.

Sponsorship v Mentoring

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 2

Mentoring v SponsorshipGetting the Next Generation of Women into Leadership

Why men still get more promotions than women?Herminia Ibarra, Nancy Carter & Christina SilvaHarvard Business Review, 2010

Women are being mentored to DEATH!

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 3

Do men and women have the same kind of mentors?

NO!

Mentoring v SponsorshipGetting the Next Generation of Women into Leadership

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 4

Mentoring v SponsorshipGetting the Next Generation of Women into Leadership

Women are less aware of the value of building strategic relationships to

further their careers

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 5

Mentoring v SponsorshipGetting the Next Generation of Women into Leadership

Women’s mentors tend not have the organizational

influence needed to advance careers

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 6

Mentoring v SponsorshipGetting the Next Generation of Women into Leadership

Without a sponsor not only are women less likely to be appointed into top roles they are also more

reluctant to go for them.

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 7

Sponsors go beyond giving feedback and advice.

Sponsors advocate for their protégés.

Sponsors get their protégés visibility in the

organisation.

Sponsors fight to get the protégès to the next level.

Mentoring v SponsorshipGetting the Next Generation of Women into Leadership

Nia Joynson-Romanzina | Swiss Re | Global Summut of Women, Athens, Greece 2012 8

Are you really an advocate or just a mentor?Advocate Mentor

Must be a senior manager with influence Can sit at any level in the hierarchy

Directly advocates for their protégé’s promotion

Provides emotional support, feedback on how to improve, and other advice

Gives protégé exposure to other executives who may help their career

Serves as a role model

Makes sure their people are considered for promising opportunities and challenging assignments

Helps mentees learn to navigate corporate politics

Protects their protégés from negative publicity or damaging contact with senior executives

Strives to increase mentees’ sense of competence and self-worth

Fights to get their people into career enhancing positions when suitable opportunities arise

Focuses on mentees’ personal and professional development

Makes connections outside the company

Gives career advice

Promotes visibility