Why Men Still Get More Promotions Than Women

An interesting article in the Harvard Business Review on The Center for Work Life Policy report, The Sponsor Effect, breaking Through the Last Glass Ceiling. It points to one of the key reasons why men still get more promotions than women, even when women are participating in special mentoring programs: 

All mentoring is not created equal, we discovered. There is a special kind of relationship—called sponsorship—in which the mentor goes beyond giving feedback and advice and uses his or her influence with senior executives to advocate for the mentee. Our interviews and surveys alike suggest that high-potential women are overmentored and undersponsored relative to their male peers—and that they are not advancing in their organizations. Furthermore, without sponsorship, women not only are less likely than men to be appointed to top roles but may also be more reluctant to go for them.

What Is a Sponsor? 

Sylvia Ann Hewitt, author of the study says a sponsor is  "someone who advocates for my next promotion and speaks of your strengths and makes the case for your advancement in your absence. . . "Where a mentor might help you envision your next position, a sponsor will lever open that position for you. A sponsor doesn’t just believe in you; a sponsor believes in you more than you believe in yourself."

So while a mentor may offer you day-to-day career advice and support, a sponsor is someone who is actively advocating on your behalf, looking for ways for you to increase your experience and advance into different positions. A mentor is a sounding board while a sponsor is an advocate--two very different roles, although both could be played by the same person. 

Why Don't Women Have Sponsors?

According to Kerrie Peraino, Vice President for Human Resources and Chief Diversity Officer with American Express, most women they surveyed at American Express had only one sponsor, while the men tended to have 3 or 4. This is a finding that held true across other companies in the Center for Work Life Policy Report, suggesting that women have some work to do in this area. 

One reason for the lack of sponsors for women may be that women underestimate the power of the sponsor effect, which, according to the report, confers a statistical benefit of up to 30% in terms of more stretch assignments, promotions and pay raises.

Women also tend to seek out friendships at work, rather than emulating men, who seek out connections that will help them advance. This is one of the 5 major pitfalls that, according to the report, continue to undermine women at work.

Women are also more likely to believe that hard work alone will help them get ahead. Over 77% of women reported that hard work and long hours, not connections, are the keys to professional advancement. 

Another issue is that women tend to conflate sponsorship and mentorship, thinking that they are essentially the same thing. This makes them less likely to push for the more active advocacy of a sponsorship relationship. 

The study also found that 64% of senior male executives avoided developing professional relationships with junior females for fear of speculation of an affair. This has a profound impact, since older males are often the ones in the best position to provide the most effective sponsorship. 

Finally, the recession has made it even more difficult for both genders to find sponsors. The pressures on senior management have pushed professional development and mentoring/sponsorship of all types lower on the list of priorities. 

How to Find a Sponsor

One of the best ways to find a sponsor is for women to become much clearer about the differences between mentoring and sponsorship. While a mentor may act as an advice giver and sounding board, a sponsor is actively advocating for you to participate in key projects and opportunities and will promote you for consideration to various leadership positions. 

 Pfizer's Chief Diversity Officer Edward Gadsden says that:

 

"It has been clear for a long time that when people were asking for coaches and mentors; they were really looking for sponsors. This term—sponsor—will help make it a visible discussion, compelling us to look at our people programs and align our definitions accordingly. For us, this is a huge opportunity. "

 

So the first step in obtaining a sponsor lies in understanding that you are seeking someone who will play this more active advocacy role with you. 

Finding someone who is both respected and influential in your organization and who is willing to speak up on your behalf is key. This may be a person who is already mentoring you. You may just need to have a conversation about changing expectations and specific sponsorship actions your current mentor may be able to make on your behalf. 

You may also need to seek someone out who is in a better position to provide sponsorship--someone with the influence within the organization that can help connect you to more opportunities. Look at ways to establish a relationship with this person, perhaps by volunteering for assignments that will bring you into contact with your potential sponsor. 

If you're serious about obtaining a sponsor, the Center for Work Life Policy is offering a Virtual Master Class on May 3, 2011 from 12:30 to 1:45. The cost is $250 and according to the CWLP, the class "will unpack the dynamics of the sponsor-protégé relationships that are critical for professional success in any field or at any level. In addition to sharing our cutting-edge research, the 75-minute session will include an interactive Q&A with Dr. Hewlett."

Do you have a sponsor? If so, how have you developed and managed that relationship? What tips can you share? 

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