Gender equality in leadership roles is a global challenge. As part of our mission to elevate more women into C-suite positions in Japan, we have been exploring personal and systemic barriers. In the article "The Path to the C-Suite: A New Strategy for Women in Japanese Leadership," we discussed the context, as well as the role of the leaders, in "The CEO Effect: Women Leaders' New Dawn in Japan”.

In recognition of women's unique challenges when it comes to envisioning themselves in executive roles, this article highlights the role of the executive team, especially sponsors' potential to accelerate diversity, equity, and inclusion (DEI) initiatives.

The Power of Sponsorship: Beyond Mentorship

Mentorship programs are offered by many organizations, but we need to distinguish them from sponsorship programs. Mentors advise, but sponsors advocate. In particular, the latter plays an essential role in identifying and nurturing talent for leadership roles, especially among women who are often over-mentored but under-sponsored.

In our research, we uncover the essence of sponsorship through the words of a female finance executive, "Sponsors are important. I had a mentor, and that relationship turned into sponsorship. He trusted and believed in me. He put his neck out for me."

Revamping the Norm: Transforming Mental Models

Women frequently face roadblocks rooted in stereotypes and mental models on their journey to leadership. Obstacles range from unvoiced assumptions, such as presumptions that women may not be able to handle demanding roles or relocate for key assignments, to tendencies to support those who reflect the existing leadership. As a result, male candidates are often preferred over female candidates.

It is vital for the leadership team to address these barriers. Understanding their implications and recognizing their presence are the first steps. As a launching pad, an open discussion within the organization about mental models and stereotypes can demonstrate that the leadership is committed to addressing these issues effectively.

Feedback is one of the most covert obstacles women face. A recent study by the Center for Creative Leadership (2022) found that 66% of women receive negative feedback during performance evaluations, compared to less than 1% of men. It is this striking imbalance that significantly hinders women's advancement in their careers.

Feedback that doesn’t contribute to development can stunt growth and deter women from seeking leadership roles. As such, the leadership team should reassess and refine this process to ensure it genuinely encourages and nurtures professional growth. We can do so by asking: Are evaluations fair and unbiased? Is feedback given in a way that encourages growth rather than eroding self-esteem? Are we ensuring that feedback is based on performance rather than personality? This is about coaching leaders to provide constructive, behavior-focused feedback based on their actions and their impact, not on their personal characteristics. Organizations can enhance their overall performance by cultivating an engaged, driven, and resilient workforce cultivating a culture that celebrates strengths and accomplishments rather than weaknesses.

Revamping the norm isn't easy, but it's vital. To foster an inclusive and equitable environment that supports and accelerates women's leadership journeys, organizations should address ingrained mental models and refine feedback mechanisms.

The Role of Sponsors: Champions for Change

The success of any organization depends on committed advocates, and this is especially true when it comes to promoting diversity and inclusion. The advocates are called sponsors, and they play a pivotal role in identifying, promoting, and championing high-potential talent. Our goal is to ensure that these talents have the visibility, credibility, and career-advancing opportunities they need to be considered for C-suite positions.

The CEO is uniquely positioned to lead this initiative. Toward this important goal, the CEO nurtures a team of passionate sponsors within the organization. Who should these sponsors be? In ideal situations, they would be members of the senior leadership team - individuals with influence, decision-making authority, and a genuine interest in cultivating diversity in leadership.

The Sponsorship Mindset: The Cornerstone of Effective Sponsorship

Although some people are natural sponsors, others may not be. A shift in mindset is required, as is a willingness to invest one's social capital in others' success. Sponsorship mindsets are characterized by five key attributes: authenticity, curiosity, growth mentality, ownership, and self-confidence.

**Sponsor Mindset**

Successful sponsors combine a growth mindset with authenticity, embodying traits like humility, trust, and genuine curiosity about others. This maturity, marked by self-confidence and a dedication to nurturing the next generation, is key to effective sponsorship and succession planning.

In our journey through the intricate landscape of executive relationships, we’ve noticed something fascinating. Certain personality traits consistently shape how individuals interact with others, particularly when it comes to standing up for those who need sponsorship. We decided to distill this into what we lovely call “The Four Kay Group Sponsor Profiles.” These profiles illuminate the delicate balance between two essential aspects. The first is the pull between empathy and pragmatism – is our sponsor a champion of emotional intelligence, always tuned into people’s feelings, or are they more task-oriented, bringing a pragmatic lens to their work?

The second dimension we’ve highlighted is trust. Does our sponsor radiate trust, making others feel seen and validated? Or do they bring a dose of healthy skepticism, questioning what they see and keeping everyone on their toes?

**Know Your Sponsor Profile**

Understanding your personal sponsorship style, such as the level of trust or skepticism you naturally bring to others, is crucial. This self-awareness will guide you in determining the kind of sponsor you aspire to be and help you take specific steps towards your own development to become an impactful and successful sponsor.

Juggling these aspects, we’ve discovered four distinctive types of sponsors:

The “Empathetic Enabler” is someone who really understands and connects with the people they’re sponsoring. They’re great at building relationships and they always see the best in those they sponsor. They trust their sponsees and are always there to encourage and support them.
The “Practical Pioneer” is someone who believes in acting and getting results. They’re trustful and allow the people they’re sponsoring to show their abilities and take charge. They concentrate on what can be accomplished and help their sponsees strive toward clear, practical goals.
The “Balanced Advocate” is someone who understands emotions and can connect with people, but also takes a careful look at situations. They ensure the emotional needs of those they sponsor are met while being cautious and thoughtful about decisions and actions.
The “Vigilant Guardian” is practical and always on its toes. They’re careful thinkers who take time to understand situations fully before they act. They advocate for the people they’re sponsoring in a measured, thoughtful way, always looking out for potential issues.

In every organization, you will discover a vibrant array of sponsor profiles. Since these are based on personality traits, each sponsor style can indeed nurture the next generation of leaders and cultivate a robust pipeline of executive talent in its own unique way. However, it is crucial that our sponsors not only understand their own personas but also receive customized support to excel in their roles. The more self-aware a sponsor is about their worldview and approach to sponsorship, the more impactful they can be.

For instance, each sponsor persona has certain blind spots that could potentially disrupt the relationship or hinder the development of new ones. Consider our ‘Vigilant Guardian.’ Their high level of skepticism might cultivate an atmosphere of mistrust, causing potential candidates to hesitate or even be apprehensive about approaching such an executive for support. On the other hand, our ‘Balanced Advocate’ could be so peace-loving that they avoid taking a firm stance. This could result in them holding back in critical meetings where advocacy is key. Our ‘Empathetic Enabler’ brimming with eagerness to support, might blur the lines between professional and personal relationships. Their zealous input, through well-intended, could prove overwhelming. Lastly, The ‘Practical Pioneer’ might be so focused on setting ambitious goals to showcase their candidate’s skills that they might inadvertently ignore the emotional needs of the candidate. The drive to excel could potentially become a pressure cooker situation.

In essence, the more our executives are in tune with their motivations and preferences in working with people, the better equipped they are to adapt to the candidate’s situation and needs. After all, sponsorship is as much about understanding ourselves as it is about understanding others.

The Journey to Sponsorship: A Three-Step Model

We propose a three-step model to nurture a sponsorship culture:

The CEO crafts and communicates a compelling people agenda.
The leadership team expands this agenda and defines the necessary culture to realize it.
Each executive develops into a sponsor, fostering a mindset, honing their skills, and setting a sponsor agenda.

Through this transformative journey, a high-performing leadership team is created that lays the foundation for succession planning and catalyzes a new culture within the company.

Each of you has an important role to play as we strive to elevate more women to top positions. Are you ready to embrace change, champion diversity, and be a part of this transformative journey? Progress lies in our hands.

Our next installment will focus on the "Four Types of Gems" and how to find and prepare them for C-suite positions. Stay tuned as we continue our journey towards developing exceptional leaders and elevating more women to the top.

Elevate with Sponsorship Culture: Kay Group's Expertise at Your Service

Are you ready to transform your leadership team into a network of active sponsors? Kay Group is passionately dedicated to helping you lay the groundwork and foster a culture that propels women into the C-suite. Here's a glimpse at how we can partner with you:

Shaping Your Leadership Legacy: We collaborate closely with you to craft your distinctive legacy that is people-centric. In tandem, we co-create a strategic roadmap that equips you and your leadership team to drive significant change.

Creating a Team Leadership Model: We work together with you and your leadership team to devise a leadership model that underpins your organization's inclusive culture. To bring this model to life, we provide robust support through engaging workshops and personalized coaching.

Sponsorship Activation: We go beyond nurturing a sponsorship mindset. Instead, we invite you into a tailored ‘sponsor-personality’ exploration, where you’ll discover your unique sponsor profile. From there, you will craft a personalized development plan and an actionable agenda on how and whom to sponsor, both at individual and team levels. We support you every step of the way. From helping create your individual sponsorship agenda to ensuring its implementation, we are committed to driving real, tangible change in leadership diversity within your organization. Our mission is to help you unlock your full potential as a sponsor, leading to a more inclusive and diverse leadership landscape.

With Kay Group as your ally, the journey towards revolutionizing your leadership approach and boosting women's representation in the C-suite is not only achievable, but it's also exciting. Let's develop exceptional leaders and drive diversity at the highest levels of your organization.

Embark on a journey of sponsorship transformation with Karin Wellbrock. Uncover your unique sponsor personality and develop a tailored plan to foster leadership diversity. Connect with Karin at karin.wellbrock@kaygroup-asia.com to revolutionize your approach, enhance women's representation in leadership, and cultivate exceptional leaders within your organization.

ABOUT THE AUTHOR

Karin Wellbrock, Partner and COO at Kay Group K.K., anchors her expertise in a Tokyo-based consultancy specializing in leadership and organizational development. A certified Leadership and Team Coach, Karin is dedicated to propelling both seasoned and emerging executives to leave a significant imprint in their respective industries. Her 'Four Gem Model' assists in identifying the development needs and she helps the leaders in striking an optimal balance between their personal ambitions and the practical demands of their professional roles, often guiding them into senior leadership positions. Beyond individual coaching, Karin extends her influence through her work with NGOs and startups, and through her writing. She delves into the journeys of 'Exceptional Leaders in Japan' and dissects complex leadership scenarios, thereby enriching the managerial toolkit for leaders striving for peak performance. Contact: karin.wellbrock@kaygroup-asia.com

Sponsorship: The Secret Weapon for Women’s C-Suite Ascent