Dr. Rosalind Chow

Like it wouldn't have happened unless someone as big as Derek Jeter was willing to plant his flag in the ground and say, this is important to me, it's important for the sport, and so this is what we're going to do. I think there is that question of how much are other people willing to put behind these sentiments that they say they have, and then how much of that is tied into

Like it wouldn't have happened unless someone as big as Derek Jeter was willing to plant his flag in the ground and say, this is important to me, it's important for the sport, and so this is what we're going to do. I think there is that question of how much are other people willing to put behind these sentiments that they say they have, and then how much of that is tied into

how much power and influence they have in their spaces.

how much power and influence they have in their spaces.

how much power and influence they have in their spaces.

Thanks. So that's another thing that I think is worth pointing out to your listeners is that sponsorship is risky in a way that mentorship typically is not. And so in the book, what I, the distinction that I like to make is this question of who is being acted upon. So mentors are trying to change mentees, trying to get them to be better than who they are, give them advice on how to navigate.

Thanks. So that's another thing that I think is worth pointing out to your listeners is that sponsorship is risky in a way that mentorship typically is not. And so in the book, what I, the distinction that I like to make is this question of who is being acted upon. So mentors are trying to change mentees, trying to get them to be better than who they are, give them advice on how to navigate.

Thanks. So that's another thing that I think is worth pointing out to your listeners is that sponsorship is risky in a way that mentorship typically is not. And so in the book, what I, the distinction that I like to make is this question of who is being acted upon. So mentors are trying to change mentees, trying to get them to be better than who they are, give them advice on how to navigate.

different situations, tell them what they should do next. But that's all about changing how the mentee is behaving or thinking. Sponsors are doing something completely different. They're not asking their proteges to be any different than who they are. They're asking other people around them to see the protege differently.

different situations, tell them what they should do next. But that's all about changing how the mentee is behaving or thinking. Sponsors are doing something completely different. They're not asking their proteges to be any different than who they are. They're asking other people around them to see the protege differently.

different situations, tell them what they should do next. But that's all about changing how the mentee is behaving or thinking. Sponsors are doing something completely different. They're not asking their proteges to be any different than who they are. They're asking other people around them to see the protege differently.

So sponsors are actually managing the social environment around their proteges. And they're doing that by leaning on their own social capital. So on the trust that other people have in them. And what that means is that if you're a mentor and your mentor, your mentee, like doesn't do that well, In terms of return on investment, yeah, you're not getting great return on your investment.

So sponsors are actually managing the social environment around their proteges. And they're doing that by leaning on their own social capital. So on the trust that other people have in them. And what that means is that if you're a mentor and your mentor, your mentee, like doesn't do that well, In terms of return on investment, yeah, you're not getting great return on your investment.

So sponsors are actually managing the social environment around their proteges. And they're doing that by leaning on their own social capital. So on the trust that other people have in them. And what that means is that if you're a mentor and your mentor, your mentee, like doesn't do that well, In terms of return on investment, yeah, you're not getting great return on your investment.

Maybe it's zero, right? You've spent a lot of time with this person. Maybe psychologically you're disappointed, but your social capital, for the most part, your reputation is going to be fine. But when you sponsor someone and they end up not working out the way that you want or expect or hope, that can come back to bite you. In a way, again, that doesn't happen with mentorship. I don't know.

Maybe it's zero, right? You've spent a lot of time with this person. Maybe psychologically you're disappointed, but your social capital, for the most part, your reputation is going to be fine. But when you sponsor someone and they end up not working out the way that you want or expect or hope, that can come back to bite you. In a way, again, that doesn't happen with mentorship. I don't know.

Maybe it's zero, right? You've spent a lot of time with this person. Maybe psychologically you're disappointed, but your social capital, for the most part, your reputation is going to be fine. But when you sponsor someone and they end up not working out the way that you want or expect or hope, that can come back to bite you. In a way, again, that doesn't happen with mentorship. I don't know.

I also go back to Carl in the book. He was a scout for the Astros and discovered Jeter along with other scouts, but he strongly advised the Astros to pick up Jeter. And they were hesitant to do so because they thought that he was he was just going to go play baseball. I think it was like the University of Michigan. Or they didn't want to pay him as much as they thought he would want.

I also go back to Carl in the book. He was a scout for the Astros and discovered Jeter along with other scouts, but he strongly advised the Astros to pick up Jeter. And they were hesitant to do so because they thought that he was he was just going to go play baseball. I think it was like the University of Michigan. Or they didn't want to pay him as much as they thought he would want.

I also go back to Carl in the book. He was a scout for the Astros and discovered Jeter along with other scouts, but he strongly advised the Astros to pick up Jeter. And they were hesitant to do so because they thought that he was he was just going to go play baseball. I think it was like the University of Michigan. Or they didn't want to pay him as much as they thought he would want.