From the General Sessions: Leadership Lessons: Building Bridges to the Future

Black, Hispanic and other people of color in the Baby Boomer generation have made it to higher levels of management – forging a path for other generations. But, are the younger generations prepared to take hold of the reins to fill Baby Boomer spots and continue moving up?

Using this question as a starting point, Tyronne Stoudemire, vice president of global diversity and inclusion for Hyatt Hotels Corporation, led a discussion about the value of networking, mentoring, advocacy and sponsorship for generations who will fill leadership positions as Baby Boomers retire.

A few of the lessons panelists have learned in their careers include:

Networking is still an essential component of positioning yourself to move up, but everyone needs to understand that true networking is not simply going to a meeting and handing your card to people, explains Chloe Barzey, managing director of Accenture Strategy. "Networking is successful when you take time to get to know people so they know you and what you can do."

Sheldon Cuffie, vice president of information risk management at Northwestern Mutual, agrees and shares his story. "I was at a company event and sat next to a man who is now the company chief financial officer," he said. A week later, Cuffie followed up, set up the lunch and was shocked that the executive expressed his surprise that he called. "He told me he handed out hundreds of cards and suggested lunch, but I was the only one that actually called." 

Never ask someone to become your sponsor or your advocate. The best way to develop those supporters is to demonstrate the values you bring to your team and to your company.

"Although 80 percent of what is said about you is when you are not in the room, you develop advocates who will speak positively about you by doing your job well, respecting other people and not worrying about what people are, or might be, saying," suggests Melanie Allen, vice president of integrated marketing for Starbucks Coffee Company. "You don’t recruit advocates, you build them."

You will also develop sponsors and advocates as you take on assignments that stretch your talents and demonstrate how you can rise to the occasion, said Cuffie. "Before asking for a stretch assignment, exceed expectations in your current role, maintain a good reputation and be connected and visible," he said. 

Authenticity is also important, points out Richard K. Bynum, executive vice president and head of business banking at PNC. "Be honest about who you are, your aspirations, talents and capabilities," he said. "Take time to get to know others and let them get to know you."

Although mentoring is usually an experienced professional working with a less experienced professional, don’t forget "reverse mentoring," recommends Allen. "I learned more about how to mentor younger professionals when I served as a reverse mentor," she said. "Mentoring should not be a one way relationship because each generation can teach the other. This is how we’ll make sure the leaders of tomorrow are connecting with the mentors they need today and how we’ll know what they need."

 

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