And Now a Word from Our Sponsor
These words, spoken so well for so many years by Alfred Hitchcock on TV, were usually delivered in a slightly sarcastic, tongue-in-cheek manner. Then the show would cut away to commercials. This article is not a commercial interruption, but rather an encouragement to help others.
According to Sylvia Ann Hewlett of the Center for Talent Innovation, leaders who sponsor talented individuals in their companies end up more successful in their careers.
Most of us understand mentoring at some level. The wise one passes on knowledge to the student—kind of like Obi-Wan Kinobi and Luke Skywalker. The Master passes wisdom on to the young Padawan.
What some may not realize is that mentoring engages two different functions: sponsor and mentor. The function of the sponsor is similar to that of the mentor but goes beyond it. Mentors may think of themselves as teachers or professors—they pass out wisdom and knowledge, but have little stake in the game. If the protégé does not “get it,” or take the advice or improve, then there is little negative impact on the mentor other than frustration.
The mentoring functions call for close interaction the protégé. Mentors teach protégés the ropes—the trade and the tools of that trade. Mentors serve as positive role models that protégés can watch and observe. Mentors help build the self-esteem, fortitude, resilience, and stamina of the protégé. They come alongside the protégé and demonstrate the use and application of knowledge in order to produce wisdom.
The sponsor, on the other hand, extends the wisdom and knowledge, but also has a personal stake in the outcome of the protégé’s progress. Sponsors and protégés are tied closely together. If one succeeds, the other does also. If the protégé stumbles, the sponsor may hear criticism and be regarded as one who cannot choose or grow talent.
A sponsor would be an advocate for the promotion of the protégé. The sponsor would offer the protégé up as the perfect fit to lead the next project or the proper selection for a critical assignment. They would nudge others to support the efforts of the protégé and seek to lift them up to the next rung of the career ladder. It is a combination of mentor and coach. The sponsor is an encourager who gives advice and promotes the work of the protégé.
The sponsor also connects the protégé with the right people in the firm. Sponsors offer tips on succeeding with senior staff and pass on clues to avoid political pitfalls. They will step in to avert difficult situations between an executive and the protégé, seeking to have both sides fully understand the issues and seek agreement.
The benefits to the protégé are often very obvious. Protégés that have consistent input from a mentor or sponsor show better job performance. They are more likely to help others, have greater job satisfaction, and have a positive perspective on the future. They are more motivated, have career goals, and received assistance in reaching these goals.
There are also benefits for the mentor/sponsor. They connect with talented staff that provides a bridge of understanding into new ideas, updated technology, and project methods. The protégé keeps the mentor connected to the front lines of CAD and BIM projects. The protégé brings unique ideas that the mentor can spread throughout the company. The protégé can expand the sponsor’s breadth of knowledge and be a go-to person for specific technical wisdom. The protégé can be a lifeline into another department and extend the reach of the sponsor’s efforts. Just as the sponsor promotes and protects the protégé, protégés return the support and protect their sponsor from blind spots that they sponsor may not be aware of. The protégé can be the eyes and ears that uncover the telltale signs of a project going off track or a guideline being ignored.
The mentor/sponsor also garners personal fulfillment through contributing to the protégé. They get the satisfaction of helping another and shaping the future of the firm and the industry. They develop talent, which makes their company stronger and sets a career in motion.
Anyone who has attended one of my Autodesk University presentations knows that I end each class with a final slide: the appeal to “Pass It On.” One of the best ways to pass on information, ideas, advice, and more is to do it through the individual you are counseling. Pouring yourself into others is enriching.
Some firms have formal programs to encourage the connection between a mentor and a protégé. I have been involved in some of these programs from both sides—that of mentor and protégé. Unfortunately, many of these programs seem contrived and are so structured that they become deflating rather than platforms that enabled people to soar.
I now encourage personal mentoring, which can be tailored to exactly what might be needed in an early or even mid-career staffer. Connecting seasoned employees with those coming up the ranks can provide enriching interactions. By having some formal and informal processes in place, you can impact someone in such a positive way that you may soon seek more of these kinds of relationships.
Over the next few months, I will unpack this concept and discuss how the process might work from both the mentor/sponsor and the protégé perspectives. By connecting seasoned industry veterans with emerging talent, we can all help the Design, Manufacturing, Entertainment, CAD, and BIM industries grow strong.
