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visit booktv.org for a complete schedule. >> booktv continues with sylvia ann hewlett. she argues that to reach leadership positions in the u.s., especially for women, the key is to find a senior-level person who champion your career and advocate for you. mentors may build your self-esteem, but will not help you move up. this is about an hour. >> thank you and welcome to this amazing evening. this is our third book launch at the new york stock exchange, and

it's thrilling to be back in this magnificent place. and also wonderful to be here with melinda. for books and 11 articles later we know each other pretty well. but i want to start by paying tribute to the corporate leaders in this group. the task force has grown from seven, the 75 global companies over the last nine years. we moved from being a very modest startup to being a global think tank, which has really changed how we conceive of talent, as well as how we manage. our many accomplishments over the last nine years, the publications, 250 new best practices. none of this could have been done without your courage,

conviction, your commitment. so thank you. and i also want to particularly point out that companies that were so important in the sponsorship work. and income not only did these 12 companies help us create the funds to create the data to make the case that they put on the ground initiative which really demonstrates conclusively that sponsorship can crack those ceilings. and in particular, i think they were the officials on this research comes with a list that you and also rosalind is all kinds of stuff and jennifer at deloitte is wonderful to have you tonight. i can't stop my think use

without acknowledging laura, melinda. they said at the heart of our research team and have contributed enormously. this really is a team. so let's plunge in. the urgent question, which kicked off this work three years ago, was the fact that women and minorities are stuck, or have been stuck. those numbers are the top have hardly budged in years. one of my i think most favorite figures here is that women comply only 8% of the top earners of this economy. that figure was precisely the same 15 years ago.

so why? and as we can see from this, it's not because the are not credible candidates. the marzipan layer, the very rich and sticky layer below the top has all kinds of women with established credentials or leaking like crazy, right? they don't get to the table. and what we find in this research is the answer to this challenge. is that women are minorities, are much less likely than white, straight caucasian men to have this powerful champion to promote and to protect. so let's look very quickly at what exactly a sponsor does. and the three things on the left are very important. first off, a sponsored believes

in you and understand 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. may be a raise, maybe a promotion. and thirdly, that sponsor is in your corner. so that you can take some risks. it's often said, you know, that women are risk averse. not true. in our data we can show that women are merely not suicidal. [laughter] if you do not have a senior person on your side, you would be stupid to take all kinds of risk. it's the fastest way to get fired. but you cannot do anything fabulous in this world without taking risk.

turning to protéges, because one of the great breakthroughs of this research was to show what kind of investment the younger talent needs to make. i mean, mentoring was always pretty passive, right? it was a friendly senior colleague perhaps who is giving you some guidance. but what did the mentee do? asap, they took notes, they smiled, they said thank you perhaps, right? we all made toward because it's good, but it's not going to get you the next job. because of sponsorship has to be earned, it's not some kind of gift. it's not some kind of entitlement. you have to demonstrate that you're worth taking a bet on, that you will come through. so how do you do it? again, the three things on the left are the important stuff.

performance, huge. you are going to deliver. secondly, and i will return to this, you need to be loyal, trustworthy, reliable, to the leaders, to the team come to the company. again, you've got to create this assurance that you can be left on. and, finally, bring some star power to the table, something that no one else has. you know, lead with your strength. maybe you have fabulous gender smarts or amazing skills, or just know the german markets so well. who knows what it is? everyone has 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 end, we have this highly reciprocal two-way street.

we start to kind of propel both the seen and the more junior person to greater possibility in their professional lives. and i'll tell a story here which shows that this isn't a burden to the senior person, because both people benefit. one of the ceos i interviewed for this book, head of one of the fortune 50 companies, he totally gets the sponsorship thing. he said, you know, what happens in my company when i am doing those last interviews, someone considered to be -- i ask this critical question which is, how many people do you have in your pocket? meaning, how many people have you sponsored over the years? around his company with this organization him 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 all you want, who think you are wonderful, and will give your work, your project priority. he said, i'm not interested anyone who doesn't have deep pockets, and these days they better be easy, diverse pockets, given our geographical path. so this isn't some kind of faith, right? this is deep, valuable to both sides of the equation. who has a sponsor? well, as we can see, men 46% more likely to have a sponsor than women. caucasians much more likely to have a sponsor than people of color. and as we 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. because why wouldn't you? if there's a senior person opening up opportunity for you, of course you will stay. we find, for instance, women who recently had children are 37% more likely to stick around into the future if they have sponsorships at those organizations. thirdly, it impacts ambition. because you know, all the data around ambition shows that if you hit your head against enough brick walls you'll actually lose your drive. because again, women are not stupid. they downsize their dreams. if they understand they are on a slow road to nowhere. anyone sensibly with. so when you are sponsored you

are much more likely to both claim and sustained ambition. and, finally, it really does impact when you get that next job. men and women with sponsorships, over 20% more likely to get the next promotion than those without. such as turning to a couple of tripwires, because we have some kind of red flashing lights, the few like him in the date in terms of what normally gets in the way. executive presence. this can be a whole bottle, particularly for women and minorities. we find, for instance, that women often times have very little latitude. it very easy to be seen as too bossy or too quiet, too old or too young, too glamorous or two from the.

the thing i find particularly interesting because it turns out there are about three years in their when you are just right. [laughter] name gets 17 years. and clearly there's a lot of lives. you know, in this day. reflecting the much greater scrutiny that women and people of color get dealt. but we are also reflecting, i think, very age-old notion of what leadership looks like. and it's much more likely in our minds i to be mitt romney than hillary clinton. the thing that is more distressing i think i'm even then a little attitude is biased. this is a data. we have now huge databanks on this, and right across this economy, 35% of african-americans deeply believe

that someone like them could not rise up the ladder of their company. this data is 2012. and i think we are still struggling with ambitions and sponsorship because of, you know, the culture that we are moving but clearly have not. at the heart of this book is this roadmap for partnership. -- protéges. we have hundreds of tactics, but we also have the steps that you need to go through as you attempt to earn and when this champion in your life. and let me just pull out a couple of them. step number two is very

interesting in terms of the differentiation between men and women. when women go looking for a champion, they want to find someone who is someone they can see as a role model. someone they want to emulate, someone that they admire. today, therefore, are looking often times for collaborative, inclusive leader who loves pushback and feedback and all that kind of stuff. the problem is only 16% of leaders look that way. so we have 40% of women going after a few leaders, and there's a few, perhaps. and what we say in this research is obviously you need role models. you need mentors. but when you're thinking sponsorship, what we need is someone with power who has a voice on the decision-making table that will affect our

career. we want that person to understand our work and our values, and to go in to work for us. we need to respect that person. we need to believe they have tremendous integrity, but we don't have to like them. or be like them. so what we are trying to say here is that it is almost a transactional kind of relationship. it does involve deeper levels of respect. but let's not get all confused with role models and people that we are modeling ourselves after, you know, lots of perhaps ancillary ways. the other thing i want to emphasize is the last one on this list, as i am very aware of the time this evening. again, a story. the story from the financial services industry, and i see as i was telling me that he had

just been trying to figure out who he was going to back to replace him. he was retiring. he was part of the selection process. and he was in a quandary because there were seven final candidates, and the one he thought was the most able and the most kind of critical to the company was the only woman. but he was worried about her attitude. because he found women very ambivalent about power. so he gave her a test. he walked into her office one monday morning and said, do i have an opportunity for you? i need someone to go to omaha for six weeks, troubleshoot his client, really head up the teen. and he said, i want you to do it. it will make a huge difference to us and it will be a fabulous piece of your experience. so he looked at her -- so she looked up at him from her desk

and he said mac, when do i start? the next day she remembered she had a two-year old, one or two other clients, and maybe it wasn't quite as easy to go to omaha for six weeks. so she went back and she said, this is a fantastic opportunity, i'm going to do it. but can i do it in a slightly different way? how about four-day chunks? how about putting my number to their for the time i can be there physically? and she renegotiated the terms to and he said that's exactly what any man would do. because no one worth their salt can actually go to omaha for six weeks. [laughter] you've always got more important things going on in your life but he said, the problem with women is that they are way too honest. they wear their ambivalence on their sleeve. they leave with a two-year old and forget to show their extraordinary gung ho enthusiasm

for this opportunity. the one thing i want to end with here in terms of the slides, the sponsorship work shows how very accomplished women and other minorities can finally take their rightful place on decision-making places. and it clearly decided for the individual for the company. but this piece of research we are releasing later this month which really demonstrates the depth of how important this is for our collective growth and prosperity. it's called innovation, diversity in market growth. with all kinds of data. it really quantifies precisely how diversity at the top, things

like gender sponsors, really does unlock innovation and drives market share and new market development. so this month is pretty magical for our organization because we are coming to the end of the sponsorship story, that we also have this work which i think underscores in red ink why it is so very important to embrace the power of difference and ensure there are all kinds of fabulous folks who do not get caught up in groups -- in groupthink at the top of our organization. and if i may just take one minute for a final story, because i think in a way it's a punchline. one of the people who was an inspiration in this work was

pat. she, a longtime chair of the task force is currently chairman of nbc news. she was remarkably honest about her success story, and she started off as a secretary at abc sports. she will tie you very frankly, she said look, i worked my tail off but i'v have also done one r thing enormously well. i am a fabulous protége. i've always known how to deliver, and how to make my boss looked great and how to be in his or her corner. now, her first protége is now the ceo of disney. they met at the xerox machine when she was starting off at abc

sports. and that's the point she was not reporting to him, but he noticed her attitude as well as her work ethic, and broader onto his team. she delivered, and so did he. every time he got promoted he made sure that pat was first in line to fill its vacancy. and within a few years she was president of abc daytime television. but, you know, there are two truths here. first off, pat is an amazing talent. i mean, one of the things she did at abc was spearheaded the program the view, which transform the ratings of that network. so she is no slouch on the work front. but she says that when, you know, the crunch came, the reason she was chosen above the other high-performance how was

she had these extraordinary strong points. and her current sponsor, steve, told me in an interview a few weeks ago that he knew that if he could get pat in this role, he could breathe easy. he wouldn't have to worry. because she didn't take politics. she was 100% trustworthy. he then went on to say, you know, what she was doing in terms of changing the culture and producing the people skills that he felt were critical in the success of the company. one of the reasons why we have to be so transparent and so clear about the importance of growing sponsorship is that it does not cross lines of gender and race very readily.

because it does center on comfort zones. and so in this roadmap, in this work, we focused at least as much on that sector as we do on performance. so, melinda, i will hand back to you, and thank you. [applause] >> thank you, sylvia, for sharing that impressive data. very important findings for us to all think about. and some great stories as well. and now we're going to kill some more stories about the power of the sponsorship and how it's worked in the lives of three very special people. so i am very pleased to introduce our first guest, edward gilligan, who is the

president of american express. and he started out there in 1980, while a student at nyu, and he started in the proverbial mailroom no less. and is now president. so he's had a storied career there at american express, and i'm sure that sponsors have played a significant role. so to tell us more, i'm pleased to introduce ed gilligan. [applause] >> it actually was a tent in accounting but close enough to the mailroom. [laughter] thank you, melinda for that. i appreciate the. and thank you, sylvia. hearing you in action like that is always inspirational. you made such a passionate and articulate way of telling a story that is very motivating to me. and it's a pleasure to be here. at i have to get my apologies because i to run out.

tonight i am cohosting a dinner for our cfo who is retiring, but i couldn't say no to sylvia to be here. for two reasons. one, you can't say no to sylvia. and two, this work has made a big impact on american express and me, so please i could do is coming ensure a little bit with all of you. so it's my pleasure to be here. this work has had a major impact at american express. i won't say, won't claim that we solve it but we've learned a lot. i think it's made a very positive impact on the role of women in american express and in many ways it feels like it's just the beginning. there's more about the global and diversity but the difference between a sponsor and mentor resonated and made a big impact. you know, you'r in your impresse credentials on the subject speak for themselves, but i did want to tell you a bit more about the impact on american express and what it meant to me.

we've worked with sylvia for more than a decade at american express. she's become a trusted advisor, a strong strategic partner, and a friend. and has consulted with us in a range of programs around talent and culture, and has done a fantastic job. and the work we've done around this important topic of sponsorship has changed the game at our company. we've always had a focus on developing and nurturing talent. and i can remember at least five or six different mentoring programs we've had in the last decade or two, and how that's worked. there's nothing wrong with mentoring, but it wasn't moving the needle. so we've always had a commitment to say what can we do to move the needle, but i think we were lacked some of tools and research necessary to make an impact. that's were sylvia came in. back in 2010 when american express partnered with sylvia and the center for talent and innovation on the groundbreaking research, the sponsor of that,

something clicked for me. like every now and again you have a light shining on you where all of a sudden all of the experiences you had in the past come together and you see them in a new light, and it makes sense in the way it hadn't before. that was what it was like for me personally going through the learning about sponsorship. the research helped articulate the positive effect of sponsorship on career advancement and retention. and also focus on why women were not getting as many sponsors as men, as sylvia pointed out tonight. it was an aha moment. and for me even more than that, it was actionable. you could actually do something now with this research. he could put into play and make a difference. so i did come to understand that women at american express were at a disadvantage in the area of sponsorship. it was clear that this was relevant and it made sense to me when i look at the history of

american express. and because of that, it wasn't a level playing field. there was a glass ceiling, and that's something that to me was something i wanted to make a difference. i wanted to be able to change the game at american express, to level the playing field and to break through the glass ceiling, as much as possible. now we have information and the tools to do so. so once i learned that it was motivating. we can change this, and working with a small group of people at the company with my partner. we have a team of people here tonight. we set about saying what do we need to do to make a difference, and do it now? be actionable, half results, measure the results. but i knew it started with me so i had to become a sponsor. i had to own been a sponsor, and likely i was in a position that influenced a number of key jobs that we were filling over the next 12-18 months. and the cost of sponsorship was

alive in my mind and i was looking for ways i could make a difference, so it did come together nicely for me, and for the people involved. for american express and for the women who had earned me being their sponsor. so we went about making changes, and literally the course of your and that we doubled, more than doubled the number of women that we call the global management team, which is really the top 50 people in the company. and it was clear that this was possible. it was also clear -- i wanted to own and i 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 that in the american express. it wasn't just me being a sponsor but i knew i had to walk the talk of rockets are telling other people don't about sponsorship and to be a sponsor, and that we were going to hold people accountable for being sponsors, particularly of people

who are outside their comfort zone so they had to go out and reach out and learn about other people in the company, people they may not have worked directly with, people who may have been just in the business unit or people they knew. they had to go well beyond that. but it was actionable and it did happen, and it continues to happen at american express. so we wanted to make a difference, and took personal ownership of this. we learned a lot from the research. now, how do we scale the impact of sponsorship, how do we institutionalize it, how do we inspire people to be sponsors and to seek sponsors? and to earn sponsorship, what do you have to do to earn a? as part of that we developed a pathway to sponsorship program in the american express. we are getting our talent, both men and women, to recognize sponsorships and pay attention to earning it at the earlier points of their career. and when we say we helped them earn it, it's a critical point. he can't just be given a sponsor. you just can't have someone to

be a sponsor they kept earned by what you do. sponsors had willing to look down the people they're most comfortable with in order to get their sponsorship. so we are formalizing the concept in the organization by labeling them. that helps a lot when you talk about it, when you're common language between sponsors and mentors and why don't women have more sponsors. the more you can label and talk about it, the more you can action it had to because part of the everyday conversation, particularly around talent develop and. you are all working toward that point, the moment of truth when we are filling a senior job and there's a hiring manager, and if that person's going to go out on a limb to put someone in that job. i thought a lot about that and i also realize that when you're filling these senior jobs, rare if ever is there an ideal candidate. there are experiencexperienc es and things you know and then there's trust, but you going to trust this person even though it may be a stretch he is going to come through. so that's when you are a sponsor when you're realizing you're going outside your comfort zone

and you're trusting people, if you make this call you know that person will do everything in the power to be successful at that job. so we're building a whole program around this. we've labeled it. we are holding people accountable to be sponsors and we're talking to a lot of our senior people, particularly women, about what it takes to earn sponsorship but it's in the conversation, in the dialogue, and it makes to be shared. and we've had good success. so i would admit it's a early days and they would admit it's not perfect. and like anything else when you go out on a limb and you're taking a risk and go through a financial recession and things happen, not everyone who you have sponsored is going to be a star. and that's okay, too. you learn from it because if you just put a man and a job, not everything you put in the job will be a star but you have to realize to put someone in the job you are taking a risk. you need trust. you have to think about what it is to be a sponsor and how that

differs from the mentor. you personally have to be working to make a difference. and i believe we have that foundation at american express. i have to say i've been very pleased with our progress, that all the women we have put through the pathways program, half of them have taken either a strategic lateral move or have gotten promoted. sometimes i think it's important, as important to take a lateral move to learn something new come to see something different, to have exposure in other parts of the company to work for different people. it's that ability to say yes when you post with a question like and so this example. that's taking a risk in your career but it's also the glass half-full view is learning a new business, working for new leaders, and having a higher probability of having sponsors when that time comes. so i think we're well on our way. it's been a pleasure working with sylvia and her team. i think we have made very good

progress, and i know there's more to be be done and am looking for to working with you on the next chapter, particularly around global diversity. because i do believe the end result, what all the companies on the list are trying to do is to be growth companies in a volatile economy. and the talent agenda and a commitment to be 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 the contribution you made to american express, sylvia. it's been a pleasure. thank you. [applause] >> thank you so much, ed. it's wonderful to hear how american express has translated this important research into measurable, actionable results. that's great. i'm sure some of you have questions, and they just wanted to mention that were going to let all of our speakers speak first, and then we'll go out and

collect a couple, three questions are so at the end. so hold on to your questions if you have any. so, our second guest is rosalind hudnell. ros is a vice president of human resources of intel answers as director of the global employee communications and external relations. ros joined intel in 1996 and has racked up an impressive list of a congressman's during her tenure there, which include a number of innovative and award-winning initiatives and workforce diversity. please welcome rosalind hudnell to the podium and. [applause] >> good evening. i'm still stuck in figure out if i'm in the three years were i'm supposed to be perfect. [laughter] so thank you. thank you first of all, sylvia,

congratulations. you have done it again. you have written a book that actually is going to help people make an impact and change their lives, and that's not an easy thing to do. and i think my role here tonight is really to talk from a couple standpoints. i believe if you read the book, and hopefully you all read the book by tomorrow morning, right? silvey, we will all read the book. some of my stories are in there, and how sponsorship has impacted my life and my career, as well as quite frankly the research that we've been privileged at intel to join. i can think of, there's a 75 companies that are driving what i call a sponsorship movement. and we believe that if we all continue to drive it together, that should absolutely help that numbered in the marzipan layer break through the marzipan layer. and then also talk to you a little bit about what does it mean for sponsor, and what does

it mean particularly for those of us that are multicultural, some the challenges that we have come and the role that we play? personally interesting, i wish i could tell you that i started out knowing exactly what a sponsor was and being as deliberate as treachery and i getting a sponsor. i really wasn't that smart. this is what i need. i joined this company called until. i wasn't technical. i joined this company that was incredibly technical editor you wanted to keep my job and go in my job i better get smarter at it. so i honestly looked around for the smartest person i could see i thought would give me some time. and it happened to be woman, and it happened to be intel's first vice president that was enough. that i remember going to her and they was asking her to be my sponsor. i just really wanted to learn from the. i always is are intentional about my questions. and the one thing that i remember her telling me, this is

what you do at intel. you perform and get asked for more. you perform more and ask for even more. and then you really perform and when you get ready for that ask, tell me and i'll tell you how to do. and what i've learned from that was, what she was basically saying is, success of this company comes from delivering results, but don't get it twisted. when you deliver results, we owe you. there will come a time when you your ask will be greater than what you can get on your own, and i am here. that was an incredible lesson for me because what it taught me was, no matter how good i am, at a certain point somebody much more powerful than me, and in my mind tactical, i'm not an engineer, i'm going to need that person and i have to tell you, that was my lesson of what the combination of delivering results and power meant. and so my sponsorship story over the 17 years at intel really has been about that.

it really has been about me recognizing quite frankly i always felt honored to have somebody that cared about my career. that cared about the results that i could deliver to the company. and that always felt this responsibility that, number one, i wanted them to be proud that they sponsored the. and if i'm honest with you, i wanted to make them look so good that somebody more powerful than them would want to sponsor me. i got smarter over the years. and then ultimately, i think what i also learned was sponsorship isn't always about this strong relationship where you meet somebody every month for an hour. sometimes really powerful people will sponsor you in the moment. and the store that i talk about is when they didn't really see it coming. and i have had the honor of working with jane, not that many females at the time were

chairman of the board of a major technology copy, or ask a major fortune 100 country at all. jane and i had been working very closely together. we change the proxy language in our board on statement about diversity. we have done a lot of work around women around with that i didn't think of her as a sponsor. she was the chairman of the board of intel. that felt a little bit, you know, too much of me to think of her as a sponsor but what jane did is she invited me to her retirement dinner. i thought this was a retirement benefit of it has where you walk in, 200 people at a retirement dinner. you're one anybody gets to speak and that's a nice retirement dinner. i walked into a room and it was the board of directors of intel. she had invited me to her private board retirement dinner. that moment was a sponsorship beyond any sponsorship i had ever had. because what she wanted to do was make sure that the board new who i was, wanted to make sure

they knew the impact and the results i was delivering for intel. and what i learned at that moment was when you were doing great work and you take the time to build relationships and asks for help, every once in a while somebody of tremendous power will want to help you. and so what i did in the work that we did with the center at intel, was it provides this really phenomenal power of language. inside of technology many of you heard about how we think of ourselves as a meritocracy, the best right. we were not an issue that talked about the fact that we treat people differently. it was the best, and there was a language around sponsorship. but when you would listen to executives talk, they would always talk about the person that took him under their wing, or the person that they took under their wing because that person reminded him of themselves. you are shaking their heads

because you've all heard that story. what they were talking to was sponsorship but it took the research of the center, putting language around what that meant. that allowed us, particularly in silicon valley, to begin to talk about the power of sponsorship and how it really impacted careers. we began to talk to various senior people inside of our company, i would ask the question, did you really get here by yourself? did you really get in this room by yourself, or were you the smartest? it couldn't be your degree because out of 100,000 people, 80,000 of technical graduate degrees, about 6000 ph.d's so education does not make you special at intel, so it couldn't have been that. they all began to recognize actually they had somebody who sponsor them, who gave them that opportunity and allowed us to put some real important programming around this. so we do have a lot of work around sponsorship, extend our

reach program. we get a lot of work with our leadership council, our black leadership council, our hispanic leadership council which we are looking up for sponsorship and we reminded them of is they had a responsibility to sponsor those underneath them. what i think is beautiful about this book and about the research is it really brings the whole language around whether we should lean in, whether we need sponsors, mentors. what it brings is really language about the joint responsibility. as a sponsor i have a responsibility to be accountable for the people i sponsor and what i do with them. my protéges have a responsibility to deliver, to help me look good, but even beyond helping me look good, to deliver results for the company. it's not an either or. when you can really get that relationship together in that way, it's incredibly powerful. and so today what's been really interesting for me is, you know,

intel over 100,000, less than two and people at the vp level, and i find myself in that role now, and what's been wonderful about that is the amount of people who think, sylvia, based on your research, it's interesting that they now can maybe rise. a lot of time people don't believe because they don't see, or they don't see it in enough critical mass where the belief that they can do it as well. but the challenge is, quite frankly, that i don't want people to just be sponsored by people that look like them. i sponsor people that i have the power to sponsor. i advocate for those that don't and they try to connect those with others that should be their sponsor. so it's not that mentorship and advocacy is not important, but the only way you can really sponsor is if you have the power to actually make a decision

about someone's career. so this is what i talked to people about the i have a five in five role. it's important i think to have external sponsors. because when i got asked to do the impossible, which was and asked for the presence of intel and the president of the united states, true story, two years ago, to do the impossible. that took people who i advocated and sponsored inside of intel and it took people that i advocated and sponsored outside of intel. and so what i talked to all of my protéges is is make sure you have five and five. if you have five people inside this company that will change their schedule for you in 24 hours to help you on something. because if you do, you have a powerful network. and if you fight people outside that will do the same thing, and so i think one of the things that i would close with for the sake of time, is i think the importance of this book is to

understand it's a joy responsibly of what we are talking about here. we are talking about just protéges finding sponsored. we are really talking about people who take their sponsorship roles seriously. i'm in a position where i can take it more safely now because i have more power now. but there are certain people at my level that i'm trying to advocate. i can be their sponsor but i connect -- but i can connect them. i think finding at the end of the day, i'm going to go back into an organization and i'm going to find a sponsor. i guarantee you somebody already is watching you. they are looking to see whether or not you have what it takes. and many, many times that kind of technical skill or capability is this person or somebody i can trust, is this person is somebody that's going to take my sponsorship and honor it as if

i'm going to get it if this is something that is not going to there? >> is this somebody that i will bet my career on? and so i would say to you is, look, because what i've learned is that people watch me when i wasn't even watching. and what i learned was, the only way you become a protége in many cases is to think like a sponsor. congratulations, sylvia. [applause] >> thank you, ros. i'm so glad you ended on that note, because i definitely encourage you to read her story in the book, the story between ros and her sponsor, jane shaw but because it's hard to tell who is sponsoring him. she nailed the qa relationship, and i would definitely steal a few play summer playbook if i were you. but now i'm pleased to introduce

deloitte's chief talent officer, jennifer steinmann. jennifer has been with the firm since 1995, and now leads the lloyds world-class talent delivery model. she has a deep understanding of sponsorship as it has played a key role in her career. and now she served as a sponsor in many developing leaders in her organization. so to tell us more, i am pleased to introduce jennifer steinmann. [applause] >> it's a real honor to be here tonight and spend time with you, and also have had the opportunist in time with sylvia and read the book, which really resonated with me, and i will share why. i joined deloitte in 1995, and 1983 marked the first year of our women's initiative.

1994, the first year of our diversity initiative. 1995 was the first year of our business resource initiative. and so i've been the beneficiary, many of our people have been the beneficiary of all those initiatives over the course of the last 20 years now. we've done mentoring programs. we've done counseling, developer programs, challenge roles. and yet, 2013, we struggle with many of the same issues that have been covered tonight, and continue to do so. and as we looked at her own data, we are a very data-driven company, we found similar results and we've been working with sylvia and team as well. we found similar results. everything has been talked about tonight really mirrors some of our experiences. and our key focus over the next few years is to try to change that dynamic and really make a change. one of the things that we did first off in the last few years is trying to set an objective that anything surrounding

inclusion would no longer be an initiative. he forgot to point we didn't have to have an initiative or something what it was so ingrained in the culture, that would be real change. how do we get there? we still need to work on these things so we do have that certain initiatives to get there, but we need of a world where everybody sees themselves in the picture and believe they can advance to their full potential. and sponsorship plays a big role as we've heard tonight. one of the things that i was supposed to do tonight is share my personal story, but as i mention i started in 1995. i joined the partnership in 2003, at about 10 days into the partnership world, i 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 and get my opinion. i didn't know any better. i gave him my opinion. i thought i was at the topic i didn't realize i was at the bottom of the top at the time.

and so we didn't talk too much after that, but i think it was a moment in time ready noticed me and put a little tickle her in this file and decided to come back, see what i was doing in the marketplace. it was important for me to be market voted for -- or anything else ever get a couple years later we sat down, right, at the height of the recession, and he gave me my first big job which was drawn strategy and operations for our northern western region. there were several other really qualified candidates, people that had more experience that were more of a slamdunk than me. he took that chance on me. and that was a. we were off and running. everything to 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's the one that started the journey. and it is mutually beneficial. absolutely. as i was reading and looking again at the slides i, left hand

side can write inside, check check check all of those things. especially saying yes. 2011, march, i get a phone call from a blocked number. he always calls from a blocked numbers i know it's in. sometimes i'm not sure if i could pick up the phone but i say yes. and so i pick up the phone and he says, would you be interested in giving for the chief talent officer role for deloitte? i had my sights set on a consulting job and i thought thaiwas probably five to seven s after this job i hadn't even thought about. i hadn't conceded that i didn't think it was possible, and i said yes. absolutely, i'm going to interview for this job. i talked to my husband about and i said, oh, shoot, it might tip onto something -- wasn't quite like oh, shoot, but you get my -- five and half months pregnant. i might need to tell him. i wrote him a little note at about 30 seconds later another phone call from a blocked number embedded very pointed conversation. he asked me questions.

we went back and forth but it was very open. and at the end of the conversation he said if you want to do it i think you're the right person for the job. i will introduce you to the person who will ultimately become the ceo of deloitte. he did. i was on a plane 24 hours later, went to miami, met with the deputy ceo there who is now a sponsor of mine, and ultimately with the ceo of our firm. and that was that. it was just a remarkable story of somebody who is willing to take a chance. and every step of the way i was there to demonstrate to him that i would support him, that i would make them look good, and that there was a mutual benefit to that relationship it i didn't have a word for it. i didn't know what it was when we first started. i didn't know it was sponsorship. i think it's important for us to have the vocabulary. i believe the book does that and really helps people identify, as people have been blurring the lines between sponsorship and mentorship for quite some time now. to having a clearly articulated

definition is really important. and some of the rules of the road also, very important for us to understand, because there's quite a bit of work to be done on the side of the protége. i think a lot of the times we expect that it will be disproportionately balance on the side of the sponsor. it's important to see both sides of the equation. at deloitte we've been working on a series of things, trying to formalize something that is really very personal and customized, is difficult. trying to do that in the 60,000 person organization is difficult. i would say somewhere to what ed has said, that we are still working on it. we are very much on a journey but we find it's important to have the ability to access an entire talent pool and give the opportunity for all of our leaders to emerge. and so what we'v we have done ia series of developer programs that include a sponsorship component. we have unabashedly gone after

people who we believe are rising taliban, who are those high-performance that have demonstrated that they've earned the right to have these conversations and to form these relationships. across the organization. we have also over the last year instituted objectives for all of our -- to a sponsorship roles as well, and as of the last several months we are reporting on it to our board. so it's something we're taking precisely. it is a journey that we are on. i think we will learn more over the course of the next few years as we continue to refine this vocabulary, i really congratulate you on the work that you've done and what the center has done. i think it's very important. thank you. [applause] >> thank you so much, jennifer. 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 questions.

we have the pioneers here, jennifer and rosalind for doing this long before sylvia wrote the booklet. 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 it. any questions? no? i'm not seeing any hands. in that case i think we will call it a night. thank you very much for coming tonight. [applause] and thank you to the center for talent and innovation. [inaudible conversations]

>> you are watching the tv on c-span2. 48 hours of nonfiction authors and books every weekend. here's a look at some books that are being published this week.

in the brothers, john foster dulles and their secret world war, stephen kinzer presents a dual biography of the former secretary of state and former cia director allen dulles and how their political ideologies shaped american foreign policy during the cold war. gillick surprise winning journalist david henkel reports on an infantry battalion that returned from baghdad in thank you for your service. in thomas jefferson's koran, islam and the founders, american scholar of islamic history recounts thomas jefferson's academic interest in islam which incurred to believe el