. . the new york stock exchange, and it's thrilling to be back in this magnificent place. also wonderful to be here with solyndra.

for books and 11 articles later, we know each other very well. i want to start by paying tribute to the corporate leaders in this group. the task force has grown from 775 companies of last five -- nine years. we grew from being a very modest products to being a global think tank which said really change tell week received of talent. her many accomplishments over last year's, the publications, the 250 knew best, none of this could have been done without your courage, conviction, commitment. thank you. and i also want to particularly

point out the companies that were so important in the sponsorship book. i mean, not only do these 12 companies, you know, help us create the funds to create that dated to make the case, but they have put on the ground initiatives which demonstrate conclusively that sponsorships can crack those ceilings. and in particular, i think at american express, the word the initial. so jennifer, the same story. it is wonderful to have you. i cannot stop my thinking is without acknowledging laura shin, and the marshall. they sit at the heart of our

research team and have contributed enormously. this really is the team. so let's plunge in. the urgent question which kicked off this book three years ago was the fact that the women and minorities are stuck or have been stuck. there is enormous progress in the normal and middle rungs of career ladders, but those numbers are the top and have hardly budged in years. one of mike, i think, most favored figures here is that women comprise only 8 percent of the top earners in this economy. that figure was precisely the same 15 years ago. so why? and as we can see, you know, is

not because there are not critical candid it's. that rich and very sticky layer below the top has all kinds of women with established credentials, but that did not get to the table. and what we find in this research is the answer to this challenge. it is that women and minorities are much less likely than whites , this powerful champion to promote and protect. so let's look very quickly at what exactly a sponsor does. and three things on the left of very important. first off, a sponsor believes a new and stands your potential and is willing to take a bet on

you. secondly, the sponsor really is prepared to advocate for that next great opportunity for you. maybe a raise, may be a promotion. and certainly that sponsor is in your corner so that you can take some risks. it is often said that women are risk averse. not true. in our data we can show that women are merely not suicidal. if you do not have a senior person underside you would be stupid to take all kinds of risks. is the fastest way to get by. you cannot do anything in this world without taking risks. turning to proteges because one of these breakthroughs of the

research was to show what kind of investment the and your talents mixtec. we mentioned the goal was pretty passive. it was a friendly senior colleague who was giving you some guidance. they said, took notes, smile, said thank you, perhaps. it's good. but is not going to give you the next job. because the sponsor should best be earned. it is not some kind of gift. it is not some kind of entitlement. you have to demonstrate that you are worth taking a bet on, that you will come through. how do you do it? again, three things on the last -- left by the important steps. performance. huge. you have to deliver. secondly, and that will return to this, you need to be loyal,

trustworthy, reliable. the leaders of the teams of the company. again, you have got to create this assurance that you can be led on. and finally, bring some star power to the table, something no one else has. you know, lead with your strength. maybe you have amazing skills or just know the german market so well. who knows what it is. every one as currency. what is yours? what can you bring to the table that no one else or very few other people have? and so in the and we have this highly reciprocal 2-way street. we start to a kind of propel the of the senior and the more junior person to a greater

possibility in their professional lives. and i will tell a story here with shows that this is not a burden to the senior person because of people benefit. one of the ceos i introduce in this book, head of one of the fortune 50 companies come i he said, what happens in my company when i am doing those last interviews, considered as one of my direct reports. i asked this critical question which is, how many people do you have in your pocket? meaning, how many people have the sponsors of the years? iran this company or organization, and if i were to ask you to do something totally impossible which involves five functions and seven geographies, you could do it because there are all kinds of folks out there who

think you're wonderful and will give your work, your project party. i'm not interested in anyone it is not have deep pockets, and these days they better be deep endeavors pockets given our geographical. this is not some kind of favor. this is deeply valuable to both sides of the equation. as you can see 46 percent more likely to have a sponsor than women. caucasian's much more likely that a sponsor that people of color. and as you can see from our data it makes a huge difference, men and women with sponsors are much more likely to get that pay raise, much more likely to stick around. why wouldn't you?

the senior person opening up opportunity for you. of course you will stay. we find, for instance, that women who recently had children are 37 percent more likely to stick around into the future if they have sponsorships at their organizations. certainly it impacts. you know, all of the data are around ambition shows that if you hit your head against enough brick walls you will actually move. women are not stupid. they downsize their dreams. if they understand there on the slow road to nowhere anyone sensibly would. so when you are sponsored you're much more likely to both claim ambition. finally, it does impact whether

you get that next job. men and women with sponsorships, or 20 percent more likely to get that next promotion than those that. so just turned into a couple of the tripwires because we have some kind of red flashing lights, if you like, in the data, in terms of what normally gets in the way. this can be a whole battle, particularly for women and minorities. we find, for instance, that when oftentimes have very little latitude. it's very easy to be seen as too quiet, too old, too young, too glamorous, two from b. the a's they have find particularly interesting because it turns out there are about three years in there when you're just right.

man is 17 years. a lot of bias. reflecting a much greater scrutiny that women and people of color don't. but we are also reflecting, i think, very age-old notion that thing that is more distressing, i think, even than the latitudes is bias. i mean, this is data. huge data banks. and right across this economy. 35 percent of african americans deeply believe that someone like them could not rise up the ladder of the company.

this data it is 2012, and i think that we are still struggling with ambition and sponsorships because of the, you know, culture that we are moving but clearly have not transformed . at the heart of this book is this roadmap for partnership. if we have tactics, but we also have the steps that you need to go through as you attempt to return and win this champion in your life. and let me just pulled out a couple of them. step number two is very interesting in terms of the differentiation between men and women. when women you're looking for champion they want to find

someone who is someone that they can see as overall model, someone they're want to emulate, someone that they admire. oftentimes for collaborative who loves push back and feedback and all that kind of stuff. the problem is called a 16% look that way. so we are 40 percent of women either going after a few leaders . and what we say in this research, obviously you need room walls. you need mentors. but when you're thinking sponsorship, what we need is someone with power who has a voice at the decision making table. we have that first. understanding our and our values and to your address.

when need to believe they have tremendous integrity will have to like them all want to let them. o rea trying to say here is that it is almost a transactional kind of relationship. it does involve deep levels of respect of bunt that -- let's not get it all confused with from models and people that we are modeling ourselves after and lots of, perhaps, ancillary waste. the other thing i want to emphasize is the last one on this list because i am very aware of the time a sitting. the story from the financial-services industry, and there were telling me that he had just been trying to figure out who he was trying to back to replace him.

part of the selection process. he was in a quandary. seven final candidates. the one he thought was the most able and the most kind of critical for the company was the only woman. but he was worried about iran to he found women very ambivalent about power. he gave her a test. he walked into our office on monday morning and said, do i have an opportunity to you? i need someone to get to a home office six weeks, troubleshoot this. a fabulous piece of your experience. looked up and said amazing. now, the next day she remembered she had a 2-year-old.

one are two other clients. maybe it was not quite as easy to get to, offers six weeks. she went back and said this is a fantastic opportunity. i'm going to do it. how about four day chunks. i can't be there physically. and she renegotiated. that is exactly what any man with a gun because no one worth their salt can get some offer six weeks. you always thought there were other important things. the problem with women is that there way to honest. they wear their ambivalence on their sleeve. forget to show their extraordinary enthusiasm for this up to the. the one thing that i want to end with here in terms of the slide,

the sponsorship work shows how very accomplished women and other minorities can finally take their rightful place on decision making tables. it is clearly for the individual and perhaps as a company, but as a piece of research, we are releasing it later this month which really demonstrates the depth of how important this is far collected growth and prosperity. innovation, diversity, and market growth. with all kinds of data it really quantifies precisely how diversity at the top, things like gender sponsor really does unlocked innovation and drive

market share and new market development. so this month is pretty magical for our organization because we're coming to the end of the story. we also have this work. so very important to embrace the power difference and is sure there are all kinds of fabulous folks who do not get caught up in groups think at the top of our organization. if i may just take one minute for a final story. i think in no way it is a punch line. many of us know her. a long time she share the task force. currently chairman of nbc news.

remarkably honest about her success story. she started out as a secretary. she will tell you very frankly. look, i want my pay off. and also than one other thing enormous the well. i am fabulous. i have always known how to deliver come out to make my boss look great, and have a bee in his or her corner. now, her first protegee was the ceo of disney. they met at the xerox machine when she was starting off at abc sports. at that point she was not reporting them, but he noticed her attitude as well as our work ethic and brought her onto his

team. she delivered, and so did the. every time he got promoted he made sure that pat was first in line to fill the vacancy. and within a few years if she was president of abc daytime television. an amazing talent. i mean, one of the things she did it abc was spearhead the program which transformed the ratings of that network's. says she is no slouch. but she says that when the crunch came the reason she was chosen was that she had these extraordinary strong points. her current sponsor still manage to view a few weeks ago that he

knew that if he could get past he could breathe easy. he would not have to worry. because she did not take politics she was 100 percent trustworthy. he then went and race very readily because it does center. and so in this road map, in this

work we focus at least as much on that sector as we do on performance. melinda, i will hand back to you and thank you. [applause] >> thank-you for sharing that impressive data. very important findings in some great stories. and now we're going to tell some more stories about the power and house sponsorship has worked in the lives of three very special people. so i'm pleased to introduce our first guest, and toward gilligan, who is the president of american express. he started out there in 1980.

he started in the proverbial mail room, no less. so he has had a storied career at american express. and sure he has played a significant role. i am pleased to introduce and gilligan. [applause] >> it actually was an attempt in accounting, but close enough for the mellon. thank you. i appreciate that. thank you. hearing un action like that is always is operational. you made such a passionate, articulate way of telling a story that is very motivated to me. it is a very to come up pleasure to be here. co hosting a dinner. i could not say no to sylvia to be here.

two reasons. this work is made a big impact on american express and me. come in and share of of it with all of you. this wor h impact at american express. i will not claim that we solve it, but we have learned a lot and i think that it is very positive impact on the role of women, and in many ways i feel like we're just beginning in there is more to go. the global and the diversity. but the difference between the sponsor and a mentor resonated and made a big impact. the your impressive credentials speak for themselves, but i want to tell you a bit more about the impact on american express and what it meant to me. we have worked with sylvia for more than a decade in american express. she has become a trusted

adviser, a strong strategic partner and friend and has consulted with us on a range of programs around town to a culture and has done a fantastic town. the work we have done around this important topic of sponsorship is change the game in the company. we have always had a focus on developing and nurturing talent, and i can remember at least five or six different men turn pro ran as we had the last ticket to and how that is sort. and there's nothing wrong with mentoring, but it was not moving the kneele. we have always had a commitment to say what can we do to move the middle? think relax some of the tools and research that was necessary to make in impact. back in 2010 when american express partner with soviet and the center, something clicked for me. every now and then you would have a light shining on you were all the sudden all of the

experiences you had in the past came together and you see them in a new light and it makes sense in a way that it had not before. that was what it was like for me personally going to the learning about sponsorship. the research help to articulate the positive effect of sponsorship by career advancement and retention and also we focused on my women were not getting as many sponsors as a man, as silly a point of tonight. it was an aum moment. for me even more than that it was actionable. you could actually do something with this research. we could put it into play and make a difference. so i came to understand that women in american express were at a disadvantage. it was clear that this was relevant and made sense. i looked at the history of american express. because of that there was not a level playing field. there was that glass ceiling. that is something that to me was

something a wanted to make a difference. now want to be able to change the game, level the playing field and break through the glass ceiling as much as possible. now we have information and tools to do so. so once i learned that it was motivating. we can chases we have a team of people here tonight. the have said about saying what we need to do make a difference in do know. be actionable, have results, measure the results. it started with me, so i have to become a sponsor. and luckily i was not -- i was in a position to influence a number of key jobs that we were filling. in the concept of sponsorship was a live in my mind, and i was looking for ways that i could make a difference. it came to get an answer for me and the people involved.

american express and women who had turned me being a sponsor. so we went about making changes. the chili over the course of a year-and-a-half we doubled, more than double the number of women that we call the global management team is also clear they cannot just be me, but i want to own it and felt like i needed to go out and make a difference. now i need to figure out a way with my colleagues in human resources to institutionalize an american express. was not just me being a sponsor. at to what the top vargas are telling of the people to learn about sponsorship and to be a sponsor and a we were going to hold people accountable for being sponsors, particularly people outside their comfort zone dividend to go out and reach out and learn about other people in the company, with love may not have worked directly, people of another bid justin their business unit.

it was actionable and it did happen and it continues to happen. so we wanted to make a difference. personal ownership of this. relend a lot from the research. notice how rescale the impact of sponsorship, institutionalize it can inspire people to be sponsors and to seek sponsors. that is important to irresponsive. as part of that we develop a pathway to sponsorship programs and american express. we are getting our talent, both men and women, to recognize sponsorships and pay attention to running it at the earlier price of a career. when we say we help them earn it is a criminal -- critical point. it you have to learn about what you do it responses have to be willing to look beyond the people they're most comfortable with in order to give the sponsorship.

we're formalizing the concept in the organization by labeling it. that helps a lot when you talk about it, common language that the difference between sponsors and mentors and why women don't have more sponsors. the more you can label and talk about it, the more you can action and then it becomes part of the everyday conversations around talent development. we are all working toward that point. and i thought all lot about that and realize that when you're filling the senior jobs where is ever is there -- where, if ever, is there an ideal candidate. you're going to trust this person even though it may be a stretch who is going to come through. that is when you are a sponsor, realizing you're going outside their comfort zone and trusting people. you know that person will do everything in their power to be successful.

building a whole program around this. we're all in people accountable to the sponsors and talking to a lot of senior people, particularly women, about what it takes pity is in the conversation and the dialogue and makes a lot easier. and we have had good success. so i would have made it is not perfect. like anything else, when normal women they're taking a risk in the three financial recession and things happen, not everyone who u.s.-sponsored is going to be a star, and that's okay. you learn from it because if you just put a man in a job, not every man will be a start if you have to realize to put someone in the job you're taking a risk. the need to rest. you have to think about what it is. you personally have to be working to make a difference. i believe we have that

foundation at american express. have to say have been pleased with our progress. all the women we have picked it -- put through this program, half of them have taken either a strategic lateral move oregon promoted. sometimes i think it is important, as important to take a lateral move to learn something new and something different and have exposure to other parts of the company to work for different people. it is that ability is say yes. that is taking a risk in your career but it is also the glass half full view, learning a new business to working for new leaders, and having a higher probability of having sponsors and that time comes. think we're well on our way. has been a pleasure working with sylvia and her team. think we have made very good progress, and another is more to be done i am looking forward to working with you on the next chapter, particularly a round of global diversity as i do believe

the end result, all the companies on that list are trying to the growth companies in the vaults our economy. the telegenic and a commitment to the sponsors and to level the playing field and break the glass ceilings are ingredients for successful companies to grow in uncertain economies. i want to thank you for that contribution you have made to american express. it has been a pleasure. thank you. [applause] >> thank you so much. it is wonderful to year-round american express has translated important research into measurable, actionable results. that is great. i am sure some of you have questions, and i just wanted to mention that we're going to let all of our speakers speak first and then we will go out and collect a couple three questions are show at the end. all on your questions if you have any.

so our second guest is a vice president of human resources and then tell answers as director of global employee communications and external relations. it joined intel in 1996 and has racked up an impressive list of accomplishments which include a number of innovative and award winning initiatives. please welcome her to the podium. >> good evening. i'm still stuck on figuring out if i am in the three years ran supposed to be perfect. >> yes. >> thank you, thank you. first of all, congratulations. you have done it again. you have written a book that actually is going to hell people make an impact and change their

lives which is not an easy thing to do. i think my role here tonight is really to talk from a couple of standpoints on -- i believe if you read the book, and hopefully you will well. some of my stories are in their and the house sponsorship has impacted my life and career as well as, quite frankly, the research that we have been privileged to join. i kind of think of 75 companies that are driving what i call a sponsorship movement. we believe that if we'll continue to drive it together that should absolutely help that number in the the marzipan layer breakthrough marzipan layer. and also talk to you of the bed about what does it mean to sponsor and what does it mean particularly for those of us are multi-cultural, some of the challenges that we have and the role of replay.

personally it is interesting. i wish that i could tell you started out knowing exactly what a sponsor was and being as a collaborative as pat was. this is why new. that turned this company called intel. i was not technical. i joined this company that was incredibly technical. if i wanted to keep my job i better get smart added. i honestly looked around for this modest person i could see that i thought would give me some time. it happens to be a woman, and it happened to be the first vice president of intel. i remember going terror and asking her to be my sponsor. i just really wanted to learn from her. i was always very intentional about my question. the one thing i remember her telling me is, this is what you do. you perform and u.s. for more. you perform more and ask for

more. and eat them when you really perform in the ready for that ask, talent called -- comments of counsel you have to do it. where she was saying was success comes from delivering results. don't get it twisted. when you deliver results we are you, and there will come a time when you're asked is going to be greater than what you can get on your own, and i am here. that was an incredible led to read what it taught me was no matter how good i am, at a certain point somebody much more powerful than me and my my technical, i'm going to be that person. the combination of delivering results and our. and so my sponsorships story over the 17 years really has been about that. really has been about me recognizing that i always felt honored to have someone cared about my career, that cared about the results that i could

deliver to the company, and i always felt this responsibility that i wanted them to be proud that they sponsored me. if i'm honest with you, i wanted to make them look so good that someone more powerful than them want to sponsor me. i got smarter over the years. ultimately i think what i also learned was sponsorship is not about this long relationship where you need somebody every month for an hour. sometimes really powerful people was boss even a moment. the story that i talk about is line really did not see it coming and had the honor of working with jane shaw. incredibly proud of. not that many females of the time, major technology company or a major fortune 100 company and all. working very closely together.

retains the proxy language in her statement about diversity. a lot of work around women. i really did not think of her as a sponsor. chairman at the board. that felt a little bit too much to think of her as a sponsor. what she did is invited me to retirement dinner. i thought this was a retired engineer or you walk in, 200 people, you're one of 200. it's a nice retirement center. i walked into your room and it was the board of directors of intel. she invited me to our private board retired to. that moment was a sponsor should be highet a sponsorship by never had because what she wanted to do was make sure that the board knew who i was, wanted to make sure that they knew the impact of the result that i was delivering for intel. what i learned at that moment was when you're doing great work

and take the time to build relationships and ask for help, every once in a while someone of tremendous power will want to help you. and so what i did in the work that we did with the center at intel, it provided this really phenomenal power of language. many of you heard about how we think of ourselves as of meritocracy. and we are really not an industry that talked about the fact we treat people differently it was the best price. the language around sponsorship. but when you listen to executive stock, their little less talk about the person that took them under is when the person that they took under their wing because that person reminded them of themselves. you shaking your head because have all heard that story. what they were talking about was sponsorship. it took putting language around what that meant.

alas to talk about the power of sponsorship and l.a. really impacted. unless the question. did you really get here by yourself? did you really get in this room by myself? it could not be your degree because of a hundred thousand people come 80,000 have technical and a graduate degrees. education does not make a special. it could not have been that. and they all began to recognize action. they have someone who sponsored them and give them that upper tennessee and allowed us to put some real important programming around it. yet a lot of work. we do a lot of work with our black leaders, we are looking

for sponsorship. we reminded them that they had a responsibility was beautiful about this book and the research is it really brings the whole language around whether to should lynen, whether we need sponsors, mentors, but what it brings his language about the joint responsibility. as a sponsor and a responsibility to be accountable for the people a sponsor and what i do with them. mike proteges have a responsibility to deliver, to help me look good, but even beyond helping me look good, to deliver results for the company. it is not an either or perry is a joint. when you can really get their relationship together is incredibly powerful. today what has been interesting for me is intel, over a hundred thousand to less than 200 people. i find myself in them all up.

and what has been wonderful about that is the a lot of people who think based upon your research they to know can rise. a lot of people don't believe because they don't see or don't see it in enough critical mass where they believe that they can do it as well. but the challenges, quite frankly, that i don't want people to just be sponsored by people that look like them. i sponsored people that i have the power to sponsor. i advocate for those that i don't, and i try and connect those with others the should be their sponsor. so it is not that mentor ship and advocacy is not important. the only way you could really sponsor is the view of the power to make a decision and someone's career. this is what i talked to people about. i have a five in five greuel.

it is important to have an external sponsors. because when i got asked to do the impossible, that took people have advocated and sponsored in sidon and sell and it to people that i had advocated and sponsored outside and so. in so when i talked all of my proteges, make sure you have five and five. five people inside this company that will change their schedules for you in 24 hours to help you on something. if you do, you have a powerful network. do you have five people outside that will do the same thing? so i think one of the things that i would close with for the sake of time, i think the importance of this book is to understand which our responsibility of what routes are about hair wrapped hard not just bruises finding sponsors.

retired monroe people who take the sponsorship role seriously. again ticket more seriously now because i have more power now. there are certain people at my level and try to advocate. i can't be their sponsor. i cannot connect with them, but i can't fundamentally at the end of the day. there are things. go back into my organization. i guarantee someone is already watching you. they're looking to see whether not you have what it takes. in many times that is not a technical skill or capability. it is this person, somebody i can trust, somebody that is going to take my sponsor an honor it as the gift ban going to give them. is this somebody that is not going to embarrass me? is this somebody that i will bet my career on?

and so what i would see you is look. what i have learned is that people watch me when i was not even watching. what i learned was the only way that you become a protege in many cases is to think like sponsor. congratulations. [applause] >> thank you. i am so glad to you ended on that note because i definitely encourage you to read your story . it is hard to tell who is sponsoring who. she nailed the two-way relationship. i would definitely steal a few plays from her playbook of fire were you. but now i am pleased to introduce a talent officer, jennifer steinman, been with the

firm since 1995 and now leads the world class taught delivery model. she has a deeper understanding of sponsorship as it has played a key role in her career. now she serves as a sponsor to many developing leaders in her organization. to tell us more i am pleased to introduce jennifer steinman. [applause] >> it is an honor to be here tonight and spend time with you and also have the opportunity to spend time with soviet and read the book which really resonated with me, and i will share white. i joined in 1995. 1993 marked the first year. 1994, the first year of our diversity initiative. ninety-five was the first year of our business research appreciative. and so i have been the

beneficiary, many of our but been the beneficiary of many initiatives of the course of the last 20 years. we have done mentoring programs. redone counseling, development programs, challenge rolls. and yet in 2013 we struggle with many of the same issues that have been covered tonight and continue to do so. and as we look at all of the data, and we are a very dated driven company, we found similar results and have been working. everything that has been talked about tonight really mirrors our experiences and our key focus of the next few years is to try to change the dynamic and make a change. one of the things that we did first off in the last few years is try to set an objective that anything surrounding inclusion would no longer be an initiative. it got to a point where you did not have to have an initiative, so ingrained in the culture, of

would be changed. we still need to work on these things. we have to have certain initiatives to get there, but we need to have a world where everybody sees the cells of the picture and believes that they can advance to their full potential. sponsorship plays a big role, as we have heard tonight. one of the things that i was supposed to do is share my personal story. i mentioned, started in 95. i joined the partnership in 2003. and about ten days into the partnership broke, got a note from someone. he is now the chairman of our board congratulating me. he was running our strategy, about to run our strategy and operations practice in consulting and said he would like to talk to me in the next few weeks to give my opinion. i gave him my opinion. i did not know any better. i did not realize i was at the bottom of the top of the time. and so we did not talk too much after that, but i think it was a moment in time marine noticed me

this is this file. decided to come back and see what i would do in the marketplace. it was very important. a couple years later place at downright at the height of the recession and they gave me my first big job which was to run strategy and operations for our northern western region. there were several other really qualified candid, people with more experience. he took that chance on me. and that was it. we were off and running. every single move i've made since then has been with his backing. he has been there every step of the way. i have been lucky enough to have another sponsor along the way, but he is the one that started journey, and it is mutually beneficial. i absolutely believe it. a fat -- as i was reading, all of those things. especially saying yes. and 2011 and get a phone call

from blocked number. he always calls mob blocked number. sometimes i'm not sure if i should pick up the phone, but i say yes. at pick up the throne. he says, would you be interested in interviewing for the chief officer role. i had my sights set and a consulting job and that that was roughly five to seven years out, this job i had not thought about, conceived of, thought possible. asset yes. absolutely. it might have -- five and a half months pregnant. am i need to tell him. so i wrote him a little note. about 30 seconds later another phone call from block number. we had a very pointed conversation. he asked me questions. we went back and forth. it was very open. the end of the conversation he said, if you want to do it, i think it read person for the

john rec to put you up and introduce each of the person will ultimately began this deal. he did. was on a planned 24 hours later, went to miami, met with the dippy ceo there who is now a sponsor of mind and ultimately with the see of our firm. that was that. and it has been a remarkable story of somebody who was willing to take a chance. every step of the way i was there to demonstrate to him that i would support him, make him look good, and that there was a mutual benefit to that relationship. added not have a word for it. did not know what it was. did not know was sponsorship. i think it is important to have the vocabulary. believe the book does that and really helps people identify people have been blurring the lines between sponsorship and mentor should for quite some time now. having a clearly articulate definition is important. some of the rules of the road also very important for us to understand because there is

quite a bit of work to be done on the side of the per-share, and a lot of the times we expect that it will be disproportionately balanced on a side of the sponsor pulling it off. it is important to see both sides of the equation. we have been working on a series of things, trying to follow i something that is really very personal and customized, difficult. trying to do that in a 60,000 person organization is difficult i was a similar to what ed said, we are still working on it. very much on a journey. we find it is important to have the ability to access an entire talent pool and to give the average into the for all of our leaders to emerge. what we have done is a series of development programs including sponsorship mona. we have unabashedly on after people who we believe are rising talent, those high performers that have demonstrated that they have earned the right to have these conversations inform these

relationships across the organization. it also over the last year instituted objectives for all of our fleece and sponsorship rolls. as of the last several months we're reporting on its starboard, so is something where taking seriously. is a journey and we are on. we will learn more of the course of the next few years as we continue to refine the vocabulary, but i congratulate you on the work you have done and what the center has done. i think it is important. thank you. [applause] >> thank you so much. that's a great story. we are a little bit over time, but if you guys will stay for maybe five more minutes i would like to take a couple of questions. we and the pioneers year, during this long before sillier the book that.

so they have a lot of good knowledge and experience to share if you have any questions. if you do have a question we will send over someone with a microphone to collect. any questions? no? and nancy hands. in that case, i think that we will call it a night. thank you very much for coming tonight. [applause] and thank you to the center for product innovation. [applause] [inaudible conversations]

>> book tv is marking its 15th anniversary. this weekend we'll looking back at publishing events from 1999. that year the new york times book review chose an affair of state, the investigation, impeachment, and trial of president clinton as one of them out of opec's. >> which book of yours sold the most? >> curiously one of my recent

books, the first world war. to my -- i wrote about it because my father was in the first world war. like most british people i am fascinated by the first world war. killed so many of our fellow citizens. and i wrote it simply because i wanted to write it. it so tremendously well in the united states, two and a thousand copies. ..

>> the annual festival is hosted by the franklin d. roosevelt presidential library and museum if hyde park, new york. this is about 50 minutes. >> good morning, everyone. >> good morning. >> my name is bob clark, and i'm the supervisory archivist here at the franklin d. roosevelt presidential library and museum, and it is my pleasure to welcome you to the tenth annual roosevelt reading