Leaders who sponsor other people in the workplace (ie, have a protégé) experience career benefits in the form of promotions or stretch assignments, the June 17 Harvard Business Review reports.
A survey conducted for the book, “The Sponsor Effect: How to Be a Better Leader by Investing in Others,” found that:
Long term, of survey respondents, who ranged from entry-level mangers to CEOs:
The benefits of sponsorship don’t accrue to those who just mentor (ie, offer advice and introductions) someone more junior. A sponsor and protégé are both actively and publicly working for each other’s success, the author says.