Why One Sponsor Is Never Enough for Black Executives
The myth of protection says someone has your back. Sometimes that is true, but Barron Witherspoon Sr. warns about the executive who puts all their eggs in one person’s basket. A former Procter & Gamble senior vice president and author of The Black Exec: And the Seven Myths, Barron explains why one sponsor is never enough and what to build instead.
Women of Color: An Intimate Conversation host Deneen L. Garrett carries The Reclamation Series into the boardroom with Barron to name the myths that keep high-potential leaders of color out of the C-suite.
Key Takeaways
- The myth of protection says “they have your back.” That can be true, but the danger is relying on one person who tells you to put all your eggs in their basket.
- That person, whether your boss or someone you respect, can leave the company or get booted out.
- The answer is a network: peers, people above and below you, and people outside the company, so that when you pick up the phone and need something, things happen.
- It is not about increasing the value of your stock. It is about making sure your stock is more widely held.
- Sponsorship means someone in the room when you cannot be, and you need more than one person speaking for you.
- Executive assistants control the executive’s calendar, so your access depends on that relationship. Respect everyone, from the street sweeper to the janitor.
- Mastery travels with you, whether you stay at your company or go to another one.
The Myth of Protection
In The Black Exec: And the Seven Myths, Barron calls the fourth myth the myth of protection. It says they have your back. He is clear that this can be true, but there is a range. The warning sign is when one agent or operative inside the company tells you they have your back and that you should put all your eggs in their basket.
That person could be your boss or another leader you respect. They say you do not need anybody else, that they will make it all happen. Then that person leaves the company or gets booted out. Barron says, “we know that’s dangerous, but we do it.”
Build a Network, Not a Single Champion
The real trick, Barron says, is not to rely on one person. Build positive, productive relationships into a network of different types: peers, people above and below you in the organization, and people at other organizations outside the company.
The goal is a network effective and broad enough that when you pick up the phone and say you need something, they can get it done. As Barron puts it, this is not just about increasing the value of your stock. It is about making sure your stock is more widely held, with more people carrying it.
It Is Who Knows You
Deneen adds that it is who you know, and more importantly, who knows you. Barron connects that to sponsorship: the people who sit in the room where decisions are made at a time when you cannot sit in that room. When your name comes up for an assignment, somebody has to say, “Put him in that. We won’t regret it.”
Deneen shares why one voice is not enough. In an HR training discussion about promoting someone, one person raised the candidate’s clothing or hair. Others pushed back that the person was a superstar who did a great job. You need more than one person speaking on your behalf to counteract the one who comes with something that has nothing to do with performance.
Do Not Sleep on the Executive Assistant
Barron’s advice is to build relationships up and down the organization. The executive assistant controls the executive’s calendar. If you cannot build a relationship there, your access to the executive may be limited. Deneen adds that executive assistants know all the business and will often tell you what is happening before others know.
Relationships with people lower in the organization matter too. If you are the one making decisions, you need to know whether your policies are landing or missing the mark, and you will not find out if you are not talking to the people they affect. “This stuff was taught in the hood,” Barron says. “Respect the street sweeper, the janitor, everybody. Say hi to everyone.”
Mastery Travels With You
Asked for the one thing a leader should do today, Barron says to focus on personal mastery, something no one can take away and that does not require anyone’s permission. He describes two kinds. Experiential mastery is learning by doing more and getting everything out of each assignment. Environmental mastery is seeing more: the person who walks into a room and sees 100 things has more tools to draw from than the person who sees 10.
The skills you master travel with you, whether you stay in your company or go to another one, whether you stay in your assignment or move on.
Conclusion
The ladder was not built for everyone the same way, but that does not mean you do not belong at the top of it. Know the myths, know the room, and lead anyway. That is the Dream Lifestyle™ standard.
To hear the full conversation, listen to the episode today. To go deeper into all seven myths, read Barron’s book, The Black Exec: And the Seven Myths.
Frequently Asked Questions
Why is having a single sponsor risky?
Barron calls it the myth of protection. When one person tells you they have your back and you put all your eggs in their basket, you are exposed if they leave the company or get booted out.
How do I build a network that protects my career?
Barron says to build productive relationships with peers, people above and below you, and people outside your company, so that when you pick up the phone and need something, they can get it done.
Why do executive assistants matter to your career?
Executive assistants control the executive’s calendar, so your access to the executive can depend on that relationship. Barron advises respecting everyone in the organization, from the executive assistant to the street sweeper.
Why do I need more than one person speaking for me?
Sponsors speak for you in rooms where decisions are made and you are not there. Deneen notes that one person can raise something irrelevant, like clothing or hair, so you need others to counter it with your performance.
