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001			ssj0002159837
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005			20220211102345.0
006			m d
007			cr n
008			181114s2019 maua s 001 0 eng d
010			_a2018051111
020			_a9781633695658 _q(hardcover)
020			_z9781633695665
040			_aMH/DLC _beng _cMH _dDLC _dWaSeSS _dMiTN
042			_apcc
050	0	0	_aHF5385 _b.H49 2019
082	0	0	_a658.4/092 _223
100	1		_aHewlett, Sylvia Ann, _d1946-
245	1	4	_aThe sponsor effect : _bhow to be a better leader by investing in others / _cSylvia Ann Hewlett.
260			_aBoston, Massachusetts : _bHarvard Business Review Press, _c[2019]
300			_a190 pages : _billustrations ;
505	0		_aPart One. What every leader needs to know: Sponsorship and the power of protégés -- Presenting the research - and common mistakes -- Payoffs for sponsors -- Part Two. The playbook for success: Identify potential protégés -- Include diverse perspectives -- Inspire for performance and loyalty -- Instruct to fill the gaps -- Inspect your prospects -- Instigate a deal -- Invest three ways -- Integrate bringing it all together -- Part Three. Dangers and legacies: #metoo, the third rail? -- Legacy -- Notes -- Index --Acknowledgements -- About the Author.
520			_aWho's delivering for you? Who has your back? Who's burnishing your brand and expanding what you can get done in this world? Sponsorship is a two-way alliance where a leader partners with junior talent to build their skills and advocate for their promotion--all while receiving stellar performance and loyalty in return. Many know the benefit of finding a sponsor: men and women with sponsors are much more likely to progress to the next rung in their careers than those without. But according to author Sylvia Ann Hewlett, being a sponsor is just as important to career growth as finding one. Senior executives who proactively sponsor others are 53 percent more likely to receive a promotion--and middle-level managers who have proteges are 60 percent more likely to receive a stretch assignment--than those who don't.-- _cProvided by publisher.
650		0	_aLeadership.
650		0	_aMentoring in business.
999			_c506428 _d506428