Breaking Through to the C-Suite

January 2012

To enter the “inner circle,” you will need to build the right alliances. Sponsors are established business leaders inside and outside of the company that go to bat for you when high-level opportunities are on the table. If you are set on that corner office, finding these strategic partners is essential. Here are Sylvia’s tips for expediting your climb to the top:

• Sponsors are not mentors: Keep your sponsor relationships strictly business, focusing on how you move up in the organization. Mentors, conversely, perform different roles, such as coach, confidante or counselor. For example, they can teach executive style and presence as well as be there for you when you need support. Do not cry on your sponsor’s shoulders. You can use one of your mentors for that.

• Take the initiative: Sponsors are relationships that you have to identify, pursue and earn trust. It’s up to you to make them happen. Target the best people. Figure out which of the powerful figures in and outside your company are most likely to become business “soul mates.” Find the fit in terms of what you think is most important. Ask yourself if you appreciate their skills and if they will appreciate yours. Be tactical—go after whomever you can get access to.

• More is better: When looking for sponsors, don’t just stop when you have found “the one.” It’s very dangerous to have just one sponsor that you rely on—what if he leaves the company? You will be left high and dry. Also, people have limited time, so a few is better than one.

• Include a third party: If a junior woman is seeking the sponsorship of a senior male, both genders might fear that their relationship could be perceived as less than professional. To sidestep this problem, find an executive coach to act as a third voice. The coach need not be present every time you meet, but it will help make the relationship more comfortable. Just to be safe, make sure your meetings occur in the workplace.

• Build trust: There are two dimensions of trust. A sponsor needs to be able to trust you to move forward if offered an opportunity—this can-do, hungry attitude is very important because he will not waste energy on lackadaisical folks. Sponsors also have to see you as loyal. That means no gossip, no leaks and you need to be trusted to stand behind them 100 percent.

• Give back: The alliance is not just a one-way street. What can you offer your sponsor in return for helping you? Do some research in terms of the interests and corporate commitments of the person you are pursuing. For example, if this person is involved in recruiting, why not volunteer to be one of the telephone interviewers for the new batch of recruits?

• Lead with “yes”: When women are called upon to take a stretch assignment outside their comfort zone, they may hesitate. Volunteering for a tough project gives everyone the impression you are competent even though you only think you have 60 percent of what it takes. If you don’t have the skills now, you can learn them or delegate those tasks to someone else. 

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