The art of sponsorship: Priming talent for success in academic medicine

Sponsorship is an essential part of good leadership. Unlike mentorship, which leverages the mentor's professional expertise, sponsorship advances careers through the sponsor's influence and authority. The most effective sponsors proactively identify promising talent and leverage their access and clout to create opportunities for those they sponsor (i.e., the sponsee). Sponsors also openly advocate for the person(s) they sponsor; such advocacy often occurs when the sponsee is not in the room. We share guidance on how leaders can become more effective sponsors, taking the vantage point of a division or department leader. We use the term faculty member to refer to the sponsored person; however, these principles are more broadly applicable. Sponsors should take an inclusive approach to sponsorship. Sponsors can broaden their networks by interacting with diverse colleagues, particularly those they may only occasionally encounter in their usual professional circles. They should leverage this broader network to help identify faculty to sponsor. Sponsors can also seek input from affinity groups to identify talented faculty who might otherwise be overlooked. Despite progress, women and individuals underrepresented in medicine continue to face significant challenges in career advancement.1 They often encounter systemic barriers, such as implicit bias, limited opportunities to receive mentorship, and lack of access to influential networks. These obstacles contribute to disparities in career progression, with fewer women and underrepresented individuals occupying senior faculty and leadership positions compared with their white male counterparts.2-4 Formalizing the sponsorship process is also critical. Decisions about who to sponsor should be made in inclusive spaces and use objective criteria, focusing on potential and accomplishments rather than familiarity. This approach counters homophily, our tendency to associate with those most similar to us. Regularly assessing past sponsorships can highlight patterns of exclusion and guide more equitable decisions in the future. A good sponsor acts like a talent scout, continuously aware of the exceptional abilities and aspirations of the faculty around them.5 Sponsors should learn each faculty member's strengths, including those that may not be readily apparent. Asking, “What are you great at?” can spark conversations that provide such insights. This understanding allows sponsors to pair faculty with opportunities that align with their strengths and professional goals. Sponsors can help faculty develop leadership skills and specialized knowledge to position them for new roles and opportunities. Women and underrepresented groups often lack role models and mentors with similar backgrounds. Moreover, the pressure to represent their entire group intensifies these challenges. Intentional skill development will aid them in navigating the complex landscape of academia and medicine. Sponsors can support skill development by collaborating with faculty to identify gaps in their knowledge or abilities and connecting them with relevant resources, such as seminars, workshops, training programs, and professional coaching. Offering constructive feedback can also help faculty refine their leadership approach and more effectively leverage their existing strengths. Sponsors play a crucial role in encouraging faculty to take on new challenges and grow professionally. While some faculty are naturally proactive, others require substantial guidance and encouragement. Gradually increasing responsibilities, prompting self-reflection, and sharing insights from those who have pursued a similar path can help hesitant faculty embrace new opportunities. Encouraging them to apply for roles they might not yet feel ready can build confidence and make them more willing to step outside their comfort zones. Sponsorship includes nominating faculty for awards and recommending them for positions that align with their goals and aspirations. Sponsors can use their influence to advocate for a faculty member's candidacy, highlighting their strengths and potential contributions. These efforts often open doors that might otherwise remain closed. Sponsors can also share information about upcoming opportunities with faculty and guide them throughout the application process. As faculty take on new responsibilities, sponsors should dedicate time for regular check-ins and secure or advocate for necessary support. Sponsors often have insights into available resources and maintain relationships with decision-makers that can benefit faculty. By sharing this knowledge and making introductions, sponsors can help faculty access necessary resources. Sponsorship should continue even when a faculty member secures a new role. Sponsors should remain available to provide guidance, feedback, and encouragement as faculty members navigate new responsibilities and organizational dynamics. Continued support during and after the transition can be instrumental to their success. Expanding a faculty member's network is another crucial aspect of sponsorship. Introducing faculty to influential colleagues and providing recommendations or endorsements creates growth opportunities and accelerates advancement. Sponsors should be expansive in thinking about who might be a valuable connection within and beyond their fields. They should also encourage faculty to strategically increase their involvement in professional societies to gain access to new opportunities and broaden their network while serving their field.6 Sponsors can also help faculty develop their networking skills and facilitate connections with established faculty at other institutions. Sponsorship is integral to career advancement and institutional success. While mentors are well-positioned to serve as sponsors, sponsorship doesn't require a personal or long-standing relationship.5 Sponsorship benefits both the individual being sponsored and the institution. Unfortunately, differential rates of sponsorship by gender and race/ethnicity can exacerbate existing inequities in academic rank and leadership. Women, for instance, are less likely to be identified for sponsorship than men. Both women and underrepresented groups in medicine tend to receive it later in their careers than their white male counterparts.7 Asian physicians, in contrast, are not underrepresented in medicine. Consequently, they are not usually prioritized in initiatives to increase diversity in leadership. Perhaps as a result, Asians are consistently underrepresented in senior faculty positions and leadership in academic medical centers.3, 4 Equity in career advancement can be promoted through thoughtful sponsorship.7 Institutions should develop transparent, proactive approaches to sponsorship and create expectations for sponsorship by leaders. When leaders are oriented toward sponsorship, supporting and elevating others becomes the norm. By embedding sponsorship into our institutional practices, we transform it from an individual responsibility into a collective commitment. The authors declare no conflict of interest.