Good Question: How can I create a strong relationship with a potential sponsor?

Christine Laperriere

Christine Laperriere is a seasoned expert on helping leaders and teams reduce internal conflict, improve employee engagement, and more effectively engage with customers and prospects. Working with the Women of Influence Advancement Centre and through her own consultancy, Leader in Motion, she has spent the past ten years teaching hundreds of leaders how to be more effective through her “Leadership through Conflict & Change” course, and helped many with specific challenges through private executive coaching. Her background includes an undergraduate and master’s degrees in mechanical engineering, certifications in psychotherapy and executive coaching, along with years in management consulting focused on implementation, change management and culture change initiatives.

 


 

Q: I have been invited into a “coffee talk” with my boss’ boss. I know it’s a great opportunity for future sponsorship, but I’m not sure how to take advantage of it. This isn’t part of any sort of formal program, just a casual invite without a specific agenda. How can I create a positive impact in this conversation and start a strong relationship with a potential sponsor?

 

Even though it’s just a chat over coffee, this is definitely a meeting you should be preparing for. Many highly talented professionals get invited into these casual skip-level meetings, but they often don’t think through a strategy to leverage this opportunity to build a stronger relationship — and potentially create a sponsor. Follow these tips to get yourself prepared and make a positive impression.

 

1. Be intentional.

Set a clear intention for this conversation and how you’d like this person to feel after the conversation. An example might be: “I want Jane to feel that I admire her work within the organization, and I want her to know my strengths so she considers me for new opportunities in the future.”

 

2. Show your admiration.

Everyone appreciates being valued and recognized, even top executives in your organization. If there is an aspect of this executive’s work that you admire, it never hurts to share this as you get to know them better. Show them that you don’t just respect them for their title but more for the great work and leadership they bring to the organization.

 

3. Question their views.

Take the opportunity to ask them to share their perspective about how they see various business issues, projects or opportunities. Given their role in the organization, they often have a different perspective and vantage point. By being curious about their perspective, you can learn a lot about a leader. The more you know about how they view things, the more value you can bring to your relationship with them.

 

4. Share your personal brand.

Be sure to think through a quick sound bite that highlights a few recent accomplishments you are proud of or a few unique strengths you bring to the team. Remember that your work alone can’t actually speak for itself, so you’ll need to help highlight these accomplishments and your strengths in an authentic way.

 

5. Invite them to walk in your shoes.

Once you’ve shared your personal brand, it’s a powerful question to ask your potential sponsor what opportunities they would be thinking about if they were in your shoes. There is specific magic in this question as it encourages that executive to really comprehend the strengths and highlights you’ve shared, and connect those to future opportunities they see in the organization. The best part is, if you position this as a question, it encourages them to do the thinking — making them more likely to remember your conversation moving forward.

 

6. Think “mutually beneficial.”

The best relationships in business and in life are beneficial for both parties involved. Many times, professionals assume that executives have everything they need or they only focus on what’s in the relationship that could benefit them personally. Asking this potential sponsor what you could do to help them demonstrates that you aren’t looking to build a one-sided relationship for your own benefit alone, but that you are also looking out for their interests as well. This simple step will help you build the respect and trust that will act as the foundation for a long-term strong working relationship.

 

7. Send a mindful follow up.

After your coffee, follow up with an email that specifically points out why you appreciated the conversation, including the insights and suggestions you found valuable. Watch for future opportunities to connect, and if you’re unsure when or how to approach them — each sponsor and each situation is different — this could be a good conversation to have with a mentor or trusted colleague.

 

 

What’s the difference between a mentor and a sponsor?

It is often said that a mentor talks with you, and a sponsor talks about you. What does that mean? While a mentoring relationship focuses on discussion, advice, and guidance, a sponsor actively connects you to career opportunities. You may not even know that an individual is your sponsor — but that doesn’t stop them from suggesting your name when a stretch assignment or promotion comes up. That’s why it’s so important to take advantage of “casual coffees” that enable you to cultivate these valuable relationships. It can have a major impact on how quickly you are able to move up in your career.

 

 

To learn more about how you or your organization can advance talented female professionals and leaders more effectively, contact Christine directly at claperriere@womenofinlfuence.ca.

 

Your responsibility in navigating a bad boss

The quality of your relationship to your superiors is critical to your professional success ― yet, it’s not always easy to overlook your boss’s shortcomings. Christine Laperriere, executive director of our Advancement Centre is here to help.

 

by Christine Laperriere


 

In my work as Executive Director of the Women of Influence Advancement Centre, I get invited into conversations with top performers who are navigating serious challenges in the workplace, and the topic of working for a “bad boss” comes up often.

I find it interesting how many of us, when working with people we start to experience conflict with, anchor feelings of frustration, resentment, or hopelessness to each interaction we have with that person. After a while, just the sight of that person in a meeting will draw out a feeling of frustration, and that person hasn’t even begun to speak yet!

As I was working with one women, she admitted that each time she walked into the same room as a particular senior leader, she immediately started to think about how frustrating it was to work with him and how she just knew he was going to shoot down her ideas. At one point, I invited her to think about what part of this dynamic she was responsible for. She didn’t see herself as responsible for any part of it.

As our conversation unfolded, I asked her what it would be like to lead a team if they walked into a room already thinking about their resentment for her and anticipating what she would do next to frustrate them. She explained that it would be hard, because they would assume whatever action she took was creating what they already believed about her. She pointed out how important it is that her team show up prepared to be open-minded, leaving past judgments and baggage behind.  

 

“She pointed out how important it is that her team show up prepared to be open-minded, leaving past judgments and baggage behind.”

 

Within a few seconds, she went quiet and I could tell she realized the irony in what she’d just shared.

We’ve all worked with challenging people, and sadly there is no “magic bullet” that transforms these tough working dynamics overnight ― but I know that your individual mindset predetermines the potential outcome in any dynamic. If you start the discussion in your lowest state of mind, don’t be surprised that the outcomes of the discussions look unsuccessful and similar, time and time again.

Your job when navigating a bad boss is to reach for your internal resources to stay creative, curious, and collaborating ― bringing your best tools and thinking forward in every working environment.

 

Christine Laperriere is a seasoned expert on helping leaders and teams reduce internal conflict, improve employee engagement, and more effectively engage with customers and prospects. Working with the Women of Influence Advancement Centre and through her own consultancy, Leader in Motion, she has spent the past ten years teaching hundreds of leaders how to be more effective through her “Leadership through Conflict & Change” course, and helped many with specific challenges through private executive coaching. Her background includes an undergraduate and master’s degrees in mechanical engineering, certifications in psychotherapy and executive coaching, along with years in management consulting focused on implementation, change management and culture change initiatives.

Questions to build the relationships you need for an amazing year

Are you looking to add some goals to your plate? Christine Laperriere, executive director of our Advancement Centre, suggests you start with a baggage removal plan: clean house of your toxic relationships, and you’ll have more energy to focus on success.

 

by Christine Laperriere


 

As many of us look to add goals to our plate, we often forget one critical element: what are we going to remove from our lives to create space for something new?

 

It’s time to design a baggage removal plan. Let’s clean house in a common area that so many of us feel challenged by: relationships. Knowing where our support network lies and what relationships are toxic can help us build an action plan to free up emotional energy to use elsewhere.

 

In order to do this relationship assessment, you need to ask yourself some tough questions:

 

1. Which relationships drain me?

 

2. And of those relationships, which can I choose to change and which can I choose to eliminate?

 

3. If I choose to change the relationship, what steps do I need to take?  What difficult conversations do I need to have the courage to start?

 

4. Which relationships energize me?

 

5. Who are my “board of advisers” or ultimate support network? Who can I rely on in my life for a bit of support even if it’s just a laugh and a smile on a rough day?

 

6. Who do I provide support to? Do I feel good when supporting them or do I feel taken advantage of? How can I shift this dynamic?

 

Often, we are so busy with the day-to-day challenges of our work and personal life, we don’t notice how many relationships drain us, or take full advantage of the wonderful people who support us. But by spending some time to reflect on each critical area of our life, we can find simple ways to improve ourselves and our relationships — with just a little bit of courage and effort.

 

Christine Laperriere is a seasoned expert on helping leaders and teams reduce internal conflict, improve employee engagement, and more effectively engage with customers and prospects. Working with the Women of Influence Advancement Centre and through her own consultancy, Leader in Motion, she has spent the past ten years teaching hundreds of leaders how to be more effective through her “Leadership through Conflict & Change” course, and helped many with specific challenges through private executive coaching. Her background includes an undergraduate and master’s degrees in mechanical engineering, certifications in psychotherapy and executive coaching, along with years in management consulting focused on implementation, change management and culture change initiatives.