Dr. Rosalind Chow

And like, you're, this is something you care about. And so like your objectivity is questioned.

in those sorts of circumstances so the best in my opinion the best way to deal with that is to essentially sponsor the person you want to help to other people in your network so say really great things about them introduce them to other people who are not women not people of color but help them build a relationship with the person that you want to see advance

in those sorts of circumstances so the best in my opinion the best way to deal with that is to essentially sponsor the person you want to help to other people in your network so say really great things about them introduce them to other people who are not women not people of color but help them build a relationship with the person that you want to see advance

in those sorts of circumstances so the best in my opinion the best way to deal with that is to essentially sponsor the person you want to help to other people in your network so say really great things about them introduce them to other people who are not women not people of color but help them build a relationship with the person that you want to see advance

And then this is not to say that you can't sponsor them, but what you're essentially doing is your coalition building. So you are, you're going to sponsor them, but then you also have someone from the majority group who is there to back you up. Or if you wanted to do it more strategically, they can be the ones to. really the advocate for that person. And then you can be the one to back them up.

And then this is not to say that you can't sponsor them, but what you're essentially doing is your coalition building. So you are, you're going to sponsor them, but then you also have someone from the majority group who is there to back you up. Or if you wanted to do it more strategically, they can be the ones to. really the advocate for that person. And then you can be the one to back them up.

And then this is not to say that you can't sponsor them, but what you're essentially doing is your coalition building. So you are, you're going to sponsor them, but then you also have someone from the majority group who is there to back you up. Or if you wanted to do it more strategically, they can be the ones to. really the advocate for that person. And then you can be the one to back them up.

But the key here is to have it just be like, it needs to be more than just one voice. So you need to get other people involved as well. Sponsors should not go it alone. You should never want to be a person's only sponsor. Going back to some of the things we were talking about earlier, right? Where if you go in and your sponsor leaves and you have no other people who are

But the key here is to have it just be like, it needs to be more than just one voice. So you need to get other people involved as well. Sponsors should not go it alone. You should never want to be a person's only sponsor. Going back to some of the things we were talking about earlier, right? Where if you go in and your sponsor leaves and you have no other people who are

But the key here is to have it just be like, it needs to be more than just one voice. So you need to get other people involved as well. Sponsors should not go it alone. You should never want to be a person's only sponsor. Going back to some of the things we were talking about earlier, right? Where if you go in and your sponsor leaves and you have no other people who are

powerful, who are willing to look out for you. That's a very dangerous position to be in. So if you want to be a good sponsor, don't put your protege in that kind of situation, right? Make sure that you create a network of sponsors who are going to be there for that person. We don't need to, we don't need to hoard talent. That's not the goal.

powerful, who are willing to look out for you. That's a very dangerous position to be in. So if you want to be a good sponsor, don't put your protege in that kind of situation, right? Make sure that you create a network of sponsors who are going to be there for that person. We don't need to, we don't need to hoard talent. That's not the goal.

powerful, who are willing to look out for you. That's a very dangerous position to be in. So if you want to be a good sponsor, don't put your protege in that kind of situation, right? Make sure that you create a network of sponsors who are going to be there for that person. We don't need to, we don't need to hoard talent. That's not the goal.

I get this question all the time. It's just being really curious about what other people have done, what's important to them, listening to them, asking good questions, not necessarily going in and saying, Hey, you have this position that I aspire to be in someday. How did you get there? Tell me how I can get there. Asking just a slight twist, right?

I get this question all the time. It's just being really curious about what other people have done, what's important to them, listening to them, asking good questions, not necessarily going in and saying, Hey, you have this position that I aspire to be in someday. How did you get there? Tell me how I can get there. Asking just a slight twist, right?

I get this question all the time. It's just being really curious about what other people have done, what's important to them, listening to them, asking good questions, not necessarily going in and saying, Hey, you have this position that I aspire to be in someday. How did you get there? Tell me how I can get there. Asking just a slight twist, right?

Which is, Oh, did you always want to be in this position? what led you to be in this position? What does it mean for you to be in this position? What are your underlying motivations for achievement is what you're essentially trying to get at. But once you understand that about someone, like what their underlying passions and values are, that's where the real relationship building block, right.

Which is, Oh, did you always want to be in this position? what led you to be in this position? What does it mean for you to be in this position? What are your underlying motivations for achievement is what you're essentially trying to get at. But once you understand that about someone, like what their underlying passions and values are, that's where the real relationship building block, right.

Which is, Oh, did you always want to be in this position? what led you to be in this position? What does it mean for you to be in this position? What are your underlying motivations for achievement is what you're essentially trying to get at. But once you understand that about someone, like what their underlying passions and values are, that's where the real relationship building block, right.

That you need to create these deeper relationships because when you know, and can articulate for them what they stand for. It's going to be a lot easier for you to be able to articulate where you have overlapping aspirations and values. And once you're able to show that, people infer motivation from the fact that we assume, mostly rightly, that we're motivated by our values.