Index
advice
inspecting protégés and, 104–105
instructing to fill skill gaps using, 88, 91, 94
African Americans
different perspectives and, 58
See also ethnicity; people of color
American Express, 20, 57–58, 121–122
Arthur J. Gallagher insurance company, 46
Asian individuals
different perspectives and, 58
See also ethnicity; people of color
Audible, 20
black individuals
different perspectives and, 58
See also ethnicity; people of color
Bloomberg, Michael, 37
Booz Allen Hamilton (BAH), 52–53
Center for Diversity, Inclusion, and Belonging, New York University School of Law, 49, 50–51
Center for Talent Innovation (CTI)
Ernst & Young (EY) inclusive leadership program and, 142
Harness the Power of the Purse by, 152
Center for Talent Innovation (CTI) survey
advocacy style of sponsors, 124
advocating for protégé promotions, 26
air cover support, 125
benefits of sponsorship, 21–23
consensual sex reports, 150
creating bonds with protégés, 70
description of, 5–6, 19–20, 173n
desired qualities in protégés and, 45–46
examples drawn from, 11
fears about sponsorship reported, 151
importance of protégé rated, 45–46
inspecting protégés, 24
instructing protégés, 79
legacy effect, 158
promotion data, 6, 21–22, 25–26, 124
sexual misconduct issues, 148–149
signals for ending protégé relationships, 94–95
sponsors’ belief in protégés’ leadership potential, 122
sponsors’ career stage and need for performance, 46
sponsors’ inspiring of loyalty, 24
sponsors’ looking for skills or management style they lack, 23, 54, 58
sponsors on protégé achievements and payoffs, 95
timing of instigating deals with protégés, 110
CEOs
internal employees as best candidates for, 99
investing in and growing successors as responsibility of, 162–163
percentage of women and people of color as, 19
as sponsors, 52
success of internal versus external hires for, 163
commitment, sponsorship with, 5
Credit Suisse, 20
CTI survey. See Center for Talent Innovation (CTI) survey
Darling, Alastair, 170
difference
Gardiner and law firm’s approach to, 81, 83–84
See also diverse perspectives
diverse perspectives, 12, 57–68
American Express’s “one-plus-two rule” for, 57, 67
benefits of, 58
considering all dimensions of, 68
Frangos at Cisco’s approach to, 86
Gardiner and law firm’s approach to, 81, 83–84
gender differences and, 58, 67
Lord at Fox News example of, 58–63
Mallick at Unilever example of, 128
Marshall at Ernst & Young example of, 136–137
politics example of inclusion and, 17
protégés providing difference in, 54–55, 58
race or ethnicity differences and, 58, 67
survey on sponsors’ approach to, 23, 55, 58
Taylor at Deutsche Bank example of, 65–67
Tyagarajan at Genpact example of, 63–65
Eatwell, Lord John, 119–120, 123, 169
Equality and Human Rights Commission (EHRC), United Kingdom, 115–117
Erni, Anne, 38–40, 112–114, 118
Ernst & Young (EY), 11, 134–144
inclusive leadership program of, 142–143
as sponsorship example, 13–14, 133–142
ethnic communities, business development in, 27–28, 30
different perspectives and, 58
inclusion gap and, 24
percentage in management and, 19
sponsorship gap and, 20
See also people of color
EY. See Ernst & Young
family activities, in sponsorships, 153–154
feedback to protégés from sponsors, 41
ending a relationship due to not acting on, 95
inspiring performance and loyalty using, 68, 74
instructing with, 69, 79, 83, 87, 88, 90, 91
feedback to sponsors from protégés, 41, 54, 95
Forget a Mentor, Find a Sponsor (Hewlett), 6
Freddie Mac, 84–85, 123, 125–126, 153
friends, trust and loyalty between, 33–37
Gardiner, Kent, 80–84, 85, 90, 102–104, 154
Gardner, Heide, 75–76, 96, 124
gay community. See LGBTQ community
gender
different perspectives and, 58, 67
fears about undertaking sponsorships and, 151–152
See also index entries beginning with men and women
Genpact, 31–33, 63–65, 110–112
Gilligan, Ed, 57
Harness the Power of the Purse (Moffett), 152
Harvard Business Review, 20
Harvard Business School, 72
Hayes, Marsheila, 59–63, 68, 153
Hispanic individuals
different perspectives and, 58
See also ethnicity; people of color
Howe, Steve, 11, 134–144, 158–162
identifying protégés, 12, 45–56
desired qualities in protégés emphasized in, 45–46
looking internally in, 56
Marks at MLW example of, 46–48
Yoshino at New York University example of, 48–52
inspecting protégés, 13, 93–107
big mistakes and, 102–104, 106
inability to change and, 104–105
protégés’ achievements and payoffs during, 95
protégés’ responsibility for reaching out in, 94
survey on signals for ending protégé relationships during, 94–95
termination decision example in, 99–100
unacceptable behavior and 100–102
inspiring performance and loyalty, 12, 69–77
Atwood at Unilever example of, 128
creating bonds with protégés in, 70
instructing protégés after, 69, 70
Lynch at Aetna example of, 70–74, 77
Marshall at Ernst & Young example of, 135–136
protégés on factors in, 24
sharing stories for, 70, 71–72
support and example used in, 72–74
survey on ways of creating bonds with protégés in, 70
instigating deals with protégés, 13, 109–118
complexity of, 110
Erni at Lehman Brothers example of explicit deal in, 112–114
Phillips’s experience with a possible opponent as a protégé in, 114–117
survey on sponsors’ views on timing of, 110
Tyagarajan at Genpact example of moving quickly in, 110–112
instructing to fill skill gaps, 13, 79–91
external classes used for, 140
feedback used in, 69, 79, 83, 87, 88, 90, 91
inspiring protégés before, 69, 70
Frangos at Cisco example of, 85–90
Gardiner and law firm example of, 80–84
Marshall at Ernst & Young example of, 135–136
survey on approaches to, 79
Welch at Freddie Mac example of, 84–85
Interpublic Group (IPG), 74–76, 96–100, 110, 124
investing in protégés, 5, 13, 119–132
advocacy behind closed doors in, 123–124, 132
air cover support in, 124–125, 126, 132
Atwood at Unilever example of, 127–130
basketball example of, 4
building a new market example of, 139–141
Eatwell at Cambridge University example of, 119–120
Hanson at Freddie Mac on, 125–127
length of sponsorship relationship and, 25
Marshall at Ernst & Young example of, 135–136
Peraino at Google example of, 121–122
public noisy endorsement in, 120–122, 131
Roth at IPG example of, 124
Shaw at Intel example of, 120–121
survey on sponsors’ belief in protégés’ leadership potential in, 122
as two-way street between sponsors and protégés, 8
Journal of Financial Economics, 149
Kahn, Richard, 169
Keynes, John Maynard, 120, 168–170
Krakowsky, Philippe, 96–99, 102, 106
Latina employees, 122. See also ethnicity; people of color
leaders
playbook for (See playbook for success)
See also sponsors
leadership development, 7
Bloomberg example of, 40
sponsors with protégés and satisfaction with, 22
survey data on, 158
lesbian community. See LGBTQ community
Levine, Ben, 42
LGBTQ community, 19
sponsoring members of, 156
trust and loyalty in, 35
listening, inspecting protégés using, 106
loyalty of protégés
Apple example of, 166
ending a relationship due to lack of, 94, 103
failure to inspect for, 24, 25
identifying potential protégés using, 9, 12, 56
inspecting prospects for, 13, 106, 107
sponsors’ emphasis on, 45–46, 56
vice presidential selection example of, 9–10
ways sponsors can inspire, 24, 35
McCain, John, 10
men
percentage with sponsors, 20
sexual misconduct experienced by, 149
men employees
sexual misconduct experienced by, 149
sponsors and promotions for, 6
men managers
percentage in management, 19
protégés and promotions for, 6
men sponsors
advocacy style of, 124
advocating for protégé promotions by, 26
different perspectives and, 58
fears about undertaking sponsorships and, 151–152
mentors
executive board member as, with leaders, 142
reasons for downgrading protégés from sponsors to, 107
sponsors compared with, 4–5, 7, 9
middle management
percentage of women in, 19
brand purpose and, 130
diversity and, 128
inspiring performance and loyalty using, 76–77
multicultural business development, 27–31
multicultural employees
percentage in management, 19
See also ethnicity; people of color
National Union of Students (NUS), 16–18
Nike, 149
Palin, Sarah, 10
Parker, Mark, 149
American Express example of, 122
different perspectives and, 58
percentage in management, 19
sexual misconduct experienced by, 149
sponsors as, 24
sponsorship gap for, 20
See also ethnicity
Peraino, Kerrie, 20, 121–122, 152–153
performance of protégés
Booz Allen Hamilton example of, 52–54
diversity and, 57
ending a relationship due to lack of, 94, 95, 105
identifying potential protégés using, 5, 12
inspecting prospects for, 13, 24–25, 106
new CEOs’ impact on, 163
sponsor’s career stage and need for, 46
sponsors’ emphasis on, 45, 46, 52
vice presidential selection and, 9–10
Phillips, Trevor, 16–18, 94, 114–117, 153
playbook for success, 12, 43–144
diverse perspectives in, 57–68
identifying potential protégés in, 45–56
inspecting protégés in, 93–107
inspiring performance and loyalty in, 69–77
instigating deals with protégés in, 109–118
instructing to fill skill gaps in, 79–91
investing in protégés in, 119–132
politics, sponsorship in, 10, 16–18, 114–117
productivity
middle managers’ need for, 46
Phillips and United Kingdom commission example of, 117
protégés boosting, 5, 7, 12, 26
risk of sponsorship’s impact on, 9
sleeping with the boss and, 150
sponsoring a younger person of another gender or a member of the LGBTQ community and, 156
Yoshino at New York University School of Law and, 48–52
diversity development considered in, 143
managers with protégés and, 21–22
motivation and, 76
sponsors’ investment in, 25–26, 123–124
survey data on, 6, 21–22, 25–26, 124
protégés
benefits for, 6
difference brought by, 54–55, 58
encouraging growth of, 137–139
identifying potential, 12, 45–56
inspecting, 13
inspiring performance and loyalty in, 12, 24
investment of, 5
leadership skills complemented by, 5
number of protégés for one sponsor, 57
outside sponsors’ reporting hierarchy, 127–130
reciprocity of, 7, 8, 42, 52, 67, 171
sponsorship as two-way street with, 8
queer community. See LGBTQ community
race
different perspectives and, 58, 67
See also people of color
reciprocity, 7, 8, 42, 52, 67, 171
politics example of, 18
reverse mentorship program, 60
Rice, Condoleezza, 10
Robinson, Joan, 169
Roth, Michael, 74–76, 77, 96–100, 102, 105, 106, 110, 124
sexual harassment
concerns about starting sponsorships because of publicity over, 151
exclusion from opportunities as, 154
men as victims of, 149
Nike’s history of, 149
range of behaviors in, 147–148
men as victims of, 149
Nike’s experience of, 149
range of behaviors in, 147–148
skills, filling gaps in. See instructing to fill skill gaps
Sony, 34
Spencer Stuart, 163
“Sponsor Effect, The: Breaking Through the Last Glass Ceiling” (Hewlett, et al.), 20
sponsors
examples of payoffs for, 27–42
feedback from protégés to, 41, 54, 95
identifying potential protégés by, 12, 45–56
inspiring performance and loyalty by, 12, 24
number of protégés for one sponsor, 57
people of color as, 24
percentage of men versus women with, 20
promotions and (see promotions)
protégés outside reporting hierarchy of, 127–130
reciprocity of, 7, 8, 42, 52, 67, 171
satisfaction with legacies and, 22
Ariel Investments example of, 7–8
diverse perspectives in, 12, 57–68
Ernst & Young (EY) example of, 13–14, 133–144
fears about undertaking, 151–152
identifying potential protégés in, 12, 45–56
inspecting protégés in, 13, 93–107
inspiring performance and loyalty in, 12, 24, 69–77
instigating deals with protégés in, 13, 109–118
instructing to fill skill gaps in, 13, 79–91
investing in protégés in, 5, 13, 119–132
leadership development compared with, 7
length of relationship in, 25
mentorship compared with, 4–5, 7, 9
opening new markets and, 27–31
organization programs for, 142–143
payoffs for sponsors in, 27–42
politics and, 10, 16–18, 114–117
reciprocity in, 7, 8, 42, 52, 67, 171
reverse mentorship program, 60
sexual misconduct issues and, 147–156
talent identification in, 8–9, 12
as two-way street with protégés, 8–9
universal aspects of, 21
vice presidential selection example of, 9–10
Howe at Ernst & Young (EY) example of steps om, 158–162
importance of grooming protégés for, 163–164
Jobs at Apple example of, 164–167
Keynes’s experience with, 168–170
survey. See Center for Talent Innovation (CTI) survey
talent identification and development
American Express’s “one-plus-two rule” for, 57, 67
atmosphere of openness and respect in, 152–154
E-ALF’s use of coaches in, 86–87
Ernst & Young’s examples of, 134–135, 139–141, 143, 158
Fox’s digital platform for, 62
Gannett’s approach to, 59
Genpact’s focus on women in, 63, 65
instructing for skills gap in, 84–85
internal sources in, 56
investment in protégés and, 121–122
strategy for identifying talent, 8–9, 12, 14
transgender community. See LGBTQ community
Tyagarajan, Tiger, 31–33, 63–65, 68, 79, 110–112
Unilever North America, 127–130
value add of protégés
Clarke and National Union of Students example of, 17
diversity and, 58
identifying potential protégés using, 15, 55
Rozanski and Booz Allen Hamilton example of, 53
vice presidential selection and, 9–10
vice president, selection process for, 9–10
women
assets managed by, 152
percentage in management, 19
percentage with sponsors, 20
sexual harassment reports by, 148–149
sponsorship gap for, 20
women employees
exclusion from opportunities and, 154
sexual harassment reports by, 148–149
sponsors and promotions for, 6
women managers
percentage of, 19
protégés and promotions for, 6
women protégés
benefits of, 64
different perspectives and, 58
number of, to make a differences, 64
women sponsors
advocacy style of, 124
advocating for protégé promotions by, 26