How to find the person who can help you get ahead at work
-
0:01 - 0:05It was the spring of 1988
-
0:05 - 0:08when I had the aha moment.
-
0:08 - 0:10I was at my first roundtable,
-
0:10 - 0:12and for those of you who don't know,
-
0:12 - 0:16the roundtable was a very
commonly used phrase on Wall Street -
0:16 - 0:19to describe the year-end
evaluative process -
0:19 - 0:24for analysts, associates, vice presidents,
all the way up to managing directors. -
0:24 - 0:28That was the process where they
were discussed behind closed doors -
0:28 - 0:31around a table, i.e. the round table,
-
0:31 - 0:34and everyone was put into a category --
-
0:34 - 0:37the top bucket, the middle bucket,
the lower bucket -- -
0:37 - 0:40and then that was translated
into a bonus range -
0:40 - 0:43that would be assigned
to each professional. -
0:43 - 0:47This was my first time there,
and as I observed, -
0:47 - 0:50I saw that there was one person
that was responsible -
0:50 - 0:53for recording the outcome
of a conversation. -
0:53 - 0:56There were other people in the room
that had the responsibility -
0:56 - 0:59of presenting the cases
of all the candidates. -
0:59 - 1:03And there were other invited guests
who were supposed to comment -
1:03 - 1:06as a candidate's position was presented.
-
1:06 - 1:10It was interesting to me
that those other people -
1:10 - 1:14were folks who were more senior
than the folks that were being discussed -
1:14 - 1:18and they theoretically had had
some interaction with those candidates. -
1:18 - 1:22Now, I was really excited to be
at this roundtable for the first time, -
1:22 - 1:26because I knew that my own process
would go through this same way, -
1:26 - 1:29and that my bonus would be
decided in the same way, -
1:29 - 1:31so I wanted to know how it worked,
-
1:31 - 1:32but more importantly,
-
1:32 - 1:36I wanted to understand
how this concept of a meritocracy -
1:36 - 1:39that every company that I talked to
walking out of business school -
1:39 - 1:40was selling.
-
1:40 - 1:42Every time I talked to a company,
-
1:42 - 1:46they would say, "Our culture,
our process, is a meritocracy. -
1:46 - 1:49The way you get ahead in this organization
is that you're smart, -
1:49 - 1:52you put your head down
and you work really hard, -
1:52 - 1:53and you'll go right to the top.
-
1:53 - 1:57So here was my opportunity to see
exactly how that worked. -
1:57 - 1:59So as the process began,
-
1:59 - 2:02I heard the recorder
call the first person's name. -
2:02 - 2:04"Joe Smith."
-
2:04 - 2:08The person responsible
for presenting Joe's case did just that. -
2:08 - 2:11Three quarters of the way through,
someone interrupted and said, -
2:11 - 2:13"This is a great candidate, outstanding,
-
2:13 - 2:16has great analytical
and quantitative skills. -
2:16 - 2:18This is a superstar."
-
2:18 - 2:20The recorder then said,
-
2:20 - 2:23"Sounds like Joe
should go in the top bucket." -
2:23 - 2:26Second person, Mary Smith.
-
2:26 - 2:29Halfway through that presentation,
someone said, "Solid candidate. -
2:29 - 2:32Nothing really special,
but a good pair of hands." -
2:32 - 2:34The recorder said,
-
2:34 - 2:36"Sounds like Mary
should go in the middle bucket." -
2:36 - 2:39And then someone said, "Arnold Smith."
-
2:39 - 2:42Before the person
could present Arnold's case, -
2:42 - 2:46somebody said, "Disaster. Disaster.
This kid doesn't have a clue. -
2:46 - 2:48Can't do a model."
-
2:48 - 2:50And before the case was presented,
-
2:50 - 2:51the recorder said,
-
2:52 - 2:55"Sounds like Arnold
should go in the bottom bucket." -
2:55 - 2:58It was at that moment
that I clutched my pearls -- -
2:58 - 3:01(Laughter)
-
3:02 - 3:05and said, "Who is going to speak for me?"
-
3:06 - 3:08Who is going to speak for me?
-
3:09 - 3:13It was that moment that I realized
that this idea of a meritocracy -
3:13 - 3:17that every organizations sells
is really just a myth. -
3:17 - 3:23You cannot have a 100 percent
meritocratic environment -
3:23 - 3:27when there is a human element
involved in the evaluative equation, -
3:27 - 3:29because by definition,
-
3:29 - 3:31that makes it subjective.
-
3:31 - 3:37I knew at that moment that somebody
would have to be behind closed doors -
3:37 - 3:40arguing on my behalf,
-
3:40 - 3:43presenting content in such a way
-
3:43 - 3:46that other decision makers
around that table -
3:46 - 3:48would answer in my best favor.
-
3:49 - 3:52That was a really interesting lesson,
-
3:52 - 3:55and then I said to myself,
"Well, who is that person? -
3:55 - 3:57What do you call this person?"
-
3:57 - 4:01And as I thought about
the popular business terms at the time, -
4:01 - 4:04I said, wow, this person
can't be a mentor, -
4:04 - 4:09because a mentor's job
is to give you tailored advice, -
4:09 - 4:13tailored specifically to you
and to your career aspirations. -
4:13 - 4:16They're the ones who give you
the good, the bad and the ugly -
4:16 - 4:18in a no-holds-barred way.
-
4:19 - 4:23OK. Person can't be
a champion or an advocate, -
4:23 - 4:27because you don't necessarily
have to spend any currency -
4:27 - 4:28to be someone's champion.
-
4:28 - 4:31You don't necessarily
get invited to the room -
4:31 - 4:34behind closed doors if you're an advocate.
-
4:34 - 4:36It was almost two years later
-
4:36 - 4:40when I realized what
this person should be called. -
4:40 - 4:42I was speaking
at the University of Michigan -
4:42 - 4:44to the MBA candidates,
-
4:44 - 4:46talking about the lessons
that I had learned -
4:46 - 4:48after my three short years on Wall Street,
-
4:48 - 4:50and then it came to me.
-
4:50 - 4:54I said, "Oh, this person
that is carrying your interest, -
4:54 - 4:57or as I like to say,
carrying your paper into the room, -
4:57 - 4:59this person who is spending
-
4:59 - 5:02their valuable political
and social capital on you, -
5:02 - 5:06this person who is going
to pound the table on your behalf, -
5:06 - 5:09this is a sponsor.
-
5:10 - 5:12This is a sponsor."
-
5:13 - 5:15And then I said to myself,
-
5:15 - 5:17"Well, how do you get a sponsor?
-
5:18 - 5:20And frankly, why do you need one?"
-
5:20 - 5:22Well, you need a sponsor, frankly,
-
5:22 - 5:23because as you can see,
-
5:23 - 5:27there's not one evaluative process
that I can think of, -
5:27 - 5:30whether it's in academia,
health care, financial services, -
5:30 - 5:34not one that does not have
a human element. -
5:34 - 5:37So that means it has
that measure of subjectivity. -
5:37 - 5:43There is a measure of subjectivity
in who is presenting your case. -
5:43 - 5:45There is a measure of subjectivity
-
5:45 - 5:47in what they say
-
5:47 - 5:51and how they interpret
any objective data that you might have. -
5:51 - 5:56There is a measure of subjectivity
in how they say what they're going to say -
5:56 - 5:59to influence the outcome.
-
5:59 - 6:03So therefore, you need to make sure
that that person who is speaking, -
6:03 - 6:04that sponsor,
-
6:04 - 6:07has your best interests at heart
-
6:07 - 6:11and has the power to get it,
whatever it is for you, -
6:11 - 6:13to get it done behind closed doors.
-
6:13 - 6:16Now, I'm asked all the time,
-
6:16 - 6:18"How do you get one?"
-
6:18 - 6:24Well, frankly, nirvana is when
someone sees you in an environment -
6:24 - 6:27and decides, "I'm going
to make it happen for you. -
6:27 - 6:30I'm going to make sure
that you are successful." -
6:30 - 6:34But for many of us in this room,
we know it doesn't really happen that way. -
6:34 - 6:37So let me introduce
this concept of currency -
6:37 - 6:42and talk to you about how it impacts
your ability to get a sponsor. -
6:42 - 6:47There are two types of currency
in any environment: -
6:47 - 6:50performance currency
and relationship currency. -
6:50 - 6:54And performance currency
is the currency that is generated -
6:54 - 6:58by your delivering that
which was asked of you -
6:58 - 7:00and a little bit extra.
-
7:00 - 7:04Every time you deliver upon an assignment
above people's expectations, -
7:04 - 7:06you generate performance currency.
-
7:07 - 7:09It works exactly like the stock market.
-
7:09 - 7:12Any time a company says to the street
-
7:12 - 7:14that they will deliver 25 cents a share
-
7:14 - 7:16and that company delivers
40 cents a share, -
7:16 - 7:19that stock goes up, and so will yours.
-
7:19 - 7:22Performance currency
is valuable for three reasons. -
7:22 - 7:25Number one, it will get you noticed.
-
7:25 - 7:28It will create a reputation for you.
-
7:28 - 7:32Number two, it will also
get you paid and promoted -
7:32 - 7:35very early on in your career
-
7:35 - 7:38and very early on in any environment.
-
7:38 - 7:41And number three,
it may attract a sponsor. -
7:41 - 7:44Why? Because strong performance currency
-
7:44 - 7:48raises your level of visibility
in the environment, as I said earlier, -
7:48 - 7:51such that a sponsor
may be attracted to you. -
7:51 - 7:55Why? Because everybody loves a star.
-
7:55 - 7:59But if you find yourself in a situation
-
7:59 - 8:02where you don't have a sponsor,
-
8:02 - 8:03here's the good news.
-
8:03 - 8:07Remember that you can exercise
your power and ask for one. -
8:08 - 8:13But here's where the other currency
is now most important. -
8:13 - 8:16That is the relationship currency,
-
8:16 - 8:20and relationship currency
is the currency that is generated -
8:20 - 8:25by the investments that you make
in the people in your environment, -
8:25 - 8:29the investments that you make
in the people in your environment. -
8:29 - 8:33You cannot ask someone
to use their hard-earned -
8:33 - 8:36personal influential
currency on your behalf -
8:37 - 8:39if you've never had
any interaction with them. -
8:39 - 8:41It is not going to happen.
-
8:42 - 8:47So it is important that you invest
the time to connect, to engage -
8:47 - 8:50and to get to know the people
that are in your environment, -
8:50 - 8:55and more importantly to give them
the opportunity to know you. -
8:55 - 8:57Because once they know you,
-
8:57 - 9:00there's a higher probability
that when you approach them -
9:00 - 9:03to ask them to be your sponsor,
-
9:03 - 9:06they will in fact answer
in the affirmative. -
9:06 - 9:10Now, if you're with me and you agree
that you have to have a sponsor, -
9:10 - 9:14let's talk about how
you identify a sponsor. -
9:15 - 9:17Well, if you're looking for a sponsor,
-
9:17 - 9:20they need to have
three primary characteristics. -
9:20 - 9:25Number one, they need to have
a seat at the decision-making table, -
9:25 - 9:28they need to have exposure to your work
-
9:29 - 9:32in order to have credibility
behind closed doors, -
9:32 - 9:34and they need to have some juice,
-
9:34 - 9:37or let me say it differently,
they'd better have some power. -
9:37 - 9:40It's really important
that they have those three things. -
9:40 - 9:43And then once you have
identified the person, -
9:43 - 9:45how do you ask for one?
-
9:45 - 9:47The script goes like this.
-
9:47 - 9:52"Jim, I'm really interested
in getting promoted this year. -
9:52 - 9:54I've had an amazing year
-
9:54 - 10:00and I cannot show this organization
anything else to prove my worthiness -
10:00 - 10:02or my readiness for this promotion,
-
10:02 - 10:06but I am aware that somebody
has to be behind closed doors -
10:06 - 10:09arguing on my behalf
and pounding the table. -
10:09 - 10:13You know me, you know my work
and you are aware of the client feedback, -
10:13 - 10:17and I hope that you will feel comfortable
arguing on my behalf." -
10:17 - 10:19If Jim knows you
-
10:19 - 10:21and you have any kind of a relationship,
-
10:22 - 10:25there's a very high probability
that he will answer yes, -
10:25 - 10:26and if he says yes,
-
10:26 - 10:29he will endeavor to get it done for you.
-
10:29 - 10:32But there's also a shot
that Jim might say no, -
10:32 - 10:34and if he says no, in my opinion,
-
10:34 - 10:36there's only three reasons
that he would tell you no. -
10:36 - 10:41The first is he doesn't think
that he has enough exposure to your work -
10:41 - 10:44to have real credibility
behind closed doors -
10:44 - 10:48to be impactful and effective
on your behalf. -
10:48 - 10:50The second reason he may tell you no
-
10:50 - 10:53is that you think
he has the juice to get it done, -
10:53 - 10:56but he knows that he does not
have the power to do it -
10:56 - 11:00and he is not going to admit that
in that conversation with you. -
11:00 - 11:01(Laughter)
-
11:01 - 11:04And the third reason
that he would tell you no, -
11:04 - 11:05he doesn't like you.
-
11:05 - 11:06He doesn't like you.
-
11:06 - 11:07(Laughter)
-
11:07 - 11:09And that's something that could happen.
-
11:10 - 11:14But even that will be
valuable information for you -
11:14 - 11:18that will help to inform
your next conversation with a sponsor -
11:18 - 11:21that might make it
a little bit more impactful. -
11:22 - 11:26I cannot tell you how important
it is to have a sponsor. -
11:26 - 11:30It is the critical relationship
in your career. -
11:30 - 11:33A mentor, frankly, is a nice to have,
-
11:33 - 11:37but you can survive a long time
in your career without a mentor, -
11:37 - 11:42but you are not going to ascend
in any organization without a sponsor. -
11:43 - 11:47It is so critical that you
should ask yourself regularly, -
11:47 - 11:50"Who's carrying my paper into the room?
-
11:50 - 11:52Who is carrying my paper into the room?"
-
11:52 - 11:56And if you can't answer
who is carrying your paper into the room, -
11:56 - 11:59then I will tell you to divert
some of your hardworking energies -
11:59 - 12:02into investing in a sponsor relationship,
-
12:03 - 12:06because it will be critical
to your success. -
12:06 - 12:09And as I close, let me give a word
-
12:09 - 12:11to the would-be sponsors
that are in the room. -
12:12 - 12:15If you have been invited into the room,
-
12:15 - 12:18know that you have a seat at that table,
-
12:18 - 12:20and if you have a seat at the table,
-
12:21 - 12:23you have a responsibility to speak.
-
12:23 - 12:28Don't waste your power worrying
about what people are going to say -
12:28 - 12:31and whether or not they think
you might be supporting someone -
12:31 - 12:34just because they look like you.
-
12:34 - 12:37If somebody is worthy of your currency,
-
12:38 - 12:40spend it.
-
12:40 - 12:43One thing I have learned
after several decades on Wall Street -
12:43 - 12:46is the way to grow your power
is to give it away, -
12:46 - 12:48and your voice is at the heart.
-
12:48 - 12:53(Applause)
-
12:54 - 12:59And your voice
is at the heart of your power. -
13:00 - 13:01Use it.
-
13:01 - 13:02Thank you very much.
-
13:02 - 13:09(Applause)
- Title:
- How to find the person who can help you get ahead at work
- Speaker:
- Carla Harris
- Description:
-
The workplace is often presented as a meritocracy, where you can succeed by putting your head down and working hard. Wall Street veteran Carla Harris learned early in her career that this a myth. The key to actually getting ahead? Get a sponsor: a person who will speak on your behalf in the top-level, closed-door meetings you're not invited to (yet). Learn how to identify and develop a productive sponsor relationship in this candid, powerful talk.
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDTalks
- Duration:
- 13:23
Oliver Friedman edited English subtitles for How to find the person who can help you get ahead at work | ||
Oliver Friedman edited English subtitles for How to find the person who can help you get ahead at work | ||
Oliver Friedman approved English subtitles for How to find the person who can help you get ahead at work | ||
Oliver Friedman edited English subtitles for How to find the person who can help you get ahead at work | ||
Joanna Pietrulewicz accepted English subtitles for How to find the person who can help you get ahead at work | ||
Joanna Pietrulewicz edited English subtitles for How to find the person who can help you get ahead at work | ||
Joanna Pietrulewicz edited English subtitles for How to find the person who can help you get ahead at work | ||
Joseph Geni edited English subtitles for How to find the person who can help you get ahead at work |