Intro: The following SHSMD Podcast is a production of DoctorPodcasting.com.

Bill Klaproth (host): On this edition of the SHSMD podcast, we're talking about the difference between mentorship and sponsorship and why both are important to building the next generation of healthcare leaders. Joining us are Terri Flood, Vice President of Marketing and Business Development at Wayne Healthcare, Jhaymee Tynan, Principal Healthcare Services at Korn Ferry, and Melissa Fors Shackelford, Principal Marketing and Growth Consultant at Shackelford Strategies. They are going to be presenting an executive session on Tuesday morning, September 29th, at 8:30 at SHSMD Connections in Baltimore. So, let's talk about what they're going to be talking about at this great session coming up right now.

This is the SHSMD Podcast, Rapid Insights for Healthcare Strategy Professionals and Planning, Business Development, Marketing, Communications, and Public Relations. I'm your host, Bill Klaproth. Terri, Jhaymee, and Melissa, welcome. Thank you so much for your time today. I really appreciate this. This is going to be a blockbuster executive session at SHSMD Connections. Jhaymee, let me start with you. For someone listening who thinks, "I have mentors, but I'm not sure if I have a sponsor," what should they be thinking about now and what will they learn in your SHSMD executive session that can help them take that next step?

Jhaymee Tynan: Well, Bill, it's a fantastic question, and it is certainly one that I get a lot when trying to figure out, "Is it right for me to have a sponsor? What does that even mean?" And I think one of the biggest things I tell people is it is never too early to think about sponsorship. And what you'll get in our session is quite clearly a distinction between what a mentor is and what a sponsor is, because they are very different but very purposeful in your career.

And what I like to tell people is that when you have a mentor, it's wonderful to have someone in your corner that's giving you advice, that's there for you when you have questions about how to develop your career, how to progress in your career. But a sponsor really truly is that advocate. And the one nugget I would say is think about helping your mentors graduate into becoming sponsors, right? They're moving past just giving you advice, and they're now pounding the table for you, and they are talking about you in rooms that you're not in.

So, that's what I would say is, number one, it's never too early to think about sponsorship. Number two, it's important to think about what mentors can graduate into becoming sponsors for you and making sure you understand the distinction, which we will go into in great detail in our session.

Host: So, it's never too early to think about mentorship or sponsorship. So, that's a good point. Youshould always be thinking forward, right? I mean, that seems like the right thing to do. And then, Terri, let's talk about that distinction a little bit more because that's kind of the heart of your session. What's the difference between having a mentor who advises you and having a sponsor who actively advocates for you? Can you talk about that distinction a little bit more in depth and why that really matters to someone moving into leadership?

Terri Flood: Certainly. For me, I think mentorship helps prepare you for the opportunity, and sponsorship helps make sure you're considered for it. And in this session, you're going to learn the differences Jhaymee mentioned between the two. And we'll talk more about it, but Jhaymee has served as a sponsor for me in various capacities, much like I'm serving also as a mentor for Melissa and others.

So, you may have mentors that you talk with, but the sponsor is often the person who's talking about you. They're the ones that are in the rooms that you're not actually in, but they're speaking your name in those rooms and preparing you for opportunities that you don't even know are coming your way.

Host: Yeah. Terri, I love how you said that. That really makes sense. Mentorship is more preparing you, getting you ready. And then, sponsorship is actually getting you in front of the person, right, that's really going to make that decision or getting you in place potentially for that opportunity. So, I love how you explained that. So, thank you for that.

Melissa, I know you have a broad view of healthcare with your leadership position in our industry. Where do you think organizations are falling short when it comes to developing and advancing our next generation of leaders?

Melissa Fors Shackelford: Bill, that's a great question, and it's something that I actually work on almost every day in my consulting practice. When we're looking at this new generation, particularly because so many entry-level roles are being either replaced by AI or working with AI, we're losing the opportunity to help this new generation develop their judgment skills.

And so, one of the things that I advocate that leaders do for their younger generation to develop them is to make sure that they're leaning into tasks and projects that develop their judgment further, because it's really easy to take a look at someone and they're developing just beautiful projects, and it looks like they know exactly what they're doing, but they might really not because they just are really talented at AI.

So , that's one of the things that I really encourage the clients that I work with, is to focus on what those sort of the next generation of leaders is learning and what judgment that skills that they're using in their day-to-day roles.

Host: Yeah, I think that's really important to remember those things as well, especially in our AI world. So, that really makes sense. And then, Jhaymee, let's talk about how your session is going to connect sponsorship with retention and succession planning, because that's part of this too. You might be thinking, "Okay, as I further my career, who could potentially replace me?" So, how can organizations think about those things and make sponsorship intentional rather than leaving career advancement to chance or who just happens to have the right relationships in the organization?

Jhaymee Tynan: Yeah. You know, I spend a lot of time talking to clients about this whole idea of succession planning because, quite frankly, a lot of organizations actually don't do succession planning intentionally or at all. And they find themselves hiring people like me as a recruiter to fill executive or leadership level roles, because they haven't invested the time to really develop that next level of talent. And we used to talk about the leadership pipeline or the leaky pipeline where you have people leaving organizations because they don't feel invested in it.

But the reason why they don't feel invested in it is because they don't have a pathway forward. So, I like to talk about it as creating viable pathways using sponsorship for that next generation of talent that's coming behind you. And sponsorship is an essential piece to that puzzle. Because a lot of times, we invest in mentorship programs, we give rising talent and partner them up with mentors. They go through an incredible mentorship experience. But then, it can fall flat as far as what's next for that person, what's next for their development.

Sponsorship and asking executives to become sponsors and sometimes even incorporating their sponsorship into their annual performance reviews is essential, because it means that you're truly living the principles of what it means to be an executive, not just advancing yourself, but also paying it forward and advancing others.

So, I like to say when we think about developing that next generation, when we think about creating the pathway and sponsorship being kind of that connecting piece, it's about not just encouraging executives to sponsor others. But when it comes to evaluating performance, asking the question, "Who have you sponsored this year? Who is your sponsoree? Who is the person that you are teeing up for that next role in their career as well?"

Host: So, you're kind of baking it into the fabric of the organization then?

Jhaymee Tynan: Absolutely. It has to be woven into the pathway for advancement and success for it to be a viable option for succession planning.

Host: And then, Terri, let's shift to the individual. So as a mentor, a sponsor, how do you decide someone is ready for you to put your own credibility behind them and advocate for their next opportunity? How do you single out individuals and go, "Okay, that person is going somewhere. I really want to help them get to where they want to go"?

Terri Flood: Yeah. Jhaymee talked about the people and weaving that into the organization, the fabric of the organization particularly. And so when I think about it from the executive lens, it is always bigger than that individual advancement. We think about how we're building within the organization and our future, who are those key individuals who are stepping up, wanting those stretched assignments, wanting the exposure and the experience?

And for me, it's really leaning into those individuals and giving them more and tapping them for more opportunities, and I think that's where the gap often is. From an HR standpoint, are we onboarding people appropriately and putting them into position and also tapping them for other roles and opportunities? And that's where mentorship helps develop the capability of the individual, and sponsorship again creates that exposure.

So for me, it's those people that are leaning into the opportunities. They're saying yes, they're wanting more, and then putting them in position to actually succeed. Ultimately, this conversation is about people, and working in an organization. We can recruit talented people into our organizations, but that's only the beginning. So as leaders, it's our responsibility to help grow individuals and continue to create opportunities that are going to ultimately prepare them for the next level of leadership. For me, that's really where mentorship and sponsorship become more career development tools, and that aligns under HR. But also, it's all leaders within the organization who have the responsibility to help grow and build the next generation of leaders.

Host: And you said it starts early in onboarding.

Terri Flood: It does.

Host: Yeah. And you can mentor more than one person at a time too. As you were mentioning that, Terri, I was thinking as a manager, if you will, a leader in an organization, everybody that works for you can think, "How can I help this person get to the next level?" You can be mentor not to just one person, but many people at the same time. Would that be right?

Terri Flood: You certainly can. And I have people that I work with indirectly that I mentor and that I have sponsored. So, you certainly can. If you see an individual who is wanting more and maybe they don't have a good relationship with their leader or maybe their leader is not skilled and adept to take them to the next level, you can certainly step in and be a mentor and/or sponsor for them.

Host: Yeah. And Melissa, so, you know, visibility is such an important part of career advancement. People need to know about you, particularly in marketing and strategy. So, how can a sponsor then help a talented leader gain access or enhance their visibility, improve their visibility that maybe one great performance alone might not provide?

Melissa Fors Shackelford: Well, Jhaymee and Terri already mentioned this, but it's about what's said about you when you're not in the room. And there's a famous Jeff Bezos quote that says, "Your brand is what is said about you when you're not in the room." And I think that's very much the same for high-performing individuals.

So if I am a sponsor, I'm really sponsoring someone, and I'm one of those people that Terri said raised their hand. They have aspirations. They've said that they want to move up in the organization. The sponsor needs to transfer the visibility to them. They can't just earn that on their own. So, the sponsor needs to invite them into the meetings where the decisions are made. Even if their job is only to sit in a corner or take notes, being in the room starts to show them how things work, and it gets them some more visibility and attaching their name to work. So if you're the leader, you need to credit that person and say their name in front of other senior stakeholders that this is so-and-so's work. Because again, then it gets their name in the room. And a lot of high performers are great at their day-to-day work. But if no one knows what work they're doing and no one is saying their name in those rooms with the leaders, they're never going to be thought of. And that's how sponsor giving them a stretch assignment, putting them into the rooms like that, then it becomes what they're known for and someone is saying their name in those rooms they're not in.

And that's something that I've seen Jhaymee and Terri do regularly. It's something I aspire to do with others, is to say their name in those rooms that people are not in. And I think that's one of the biggest gifts we can give people in our sphere.

Host: And that's pretty easy to do. "Hey, I want you to be in this meeting. I want you to hear what's going on. You should be exposed to this. You don't have to say anything, but I just want you to hear it. I just want you to be in the room and have people see you." That's pretty easy to do.

Melissa Fors Shackelford: And it's not hard to give people credit publicly. A lot of that's not hard, but it starts to get their name in the mix so that when people have that stretch assignment or that promotion opportunity, they are thinking of this individual.

Host: Yeah. And that goes back to we were talking about succession planning or helping people move up within the organization, bringing those people along up the ladder with you, where you identify somebody and you're like, "I know this person would be really good for this position. It's a promotion. So, I'm going to start bringing them into those meetings. I'm going to start mentioning their name." So, that's all really important things.

Well, this is going to be a great session. I know everybody's looking forward to this, and you three are wonderful. So, I know people are going to walk away with a ton of information from this. I'd love to wrap up the interview by asking each of you the same question and get your perspective on this.

So Jhaymee, let me start with you. Question for all three of you. Right now, if you could give healthcare leaders one piece of advice about becoming a better mentor, sponsor, or advocate for the next generation of leaders, in your perspective on this, Jhaymee, what would that be?

Jhaymee Tynan: I would say don't wait to be asked to be a mentor or sponsor. I think a lot of times, as executives, the higher up we get, the more we expect people to come to us when they need help or when they need support. I think most of us are all intuitive to know when we identify people that want to advance in their careers and want to develop themselves. And I say if you identify someone or if you see someone that's doing amazing work, lean in. And I know that term has been used—overused in a lot of ways in business—but I also think it's important to reach out to talent and not wait for the invitation to be a mentor or sponsor.

Host: So, don't wait. Just when you see the opportunity, go for it. So, I think that's really good advice. It's not like when I hit 35, then I can be a mentor, right? I mean, if you see it and you have the opportunity to help someone advance, go ahead and take that opportunity. That's what it sounds like what you're saying.

Jhaymee Tynan: Absolutely. And then, Terri, let me ask you same question. could give healthcare leaders one piece of advice about becoming a better mentor, sponsor, or advocate, what would that advice be?

Terri Flood: My advice would be when someone puts their own credibility behind your potential, don't forget it. And I know that was mentioned before, but I think it is important to remember those who helped you get to where you are and pay it forward. So, we're all in situation and we all encounter people daily, whether it's within our day-to-day, whether it's within our profession or other likes.

So, I think it's important to just align yourself and continue to grow your network because oftentimes you will grow stagnant in maybe your day-to-day. So, step outside of that and lean into your passion more, and then think about those who are in other rooms that maybe you desire to be in and align yourself appropriately there to then continue to position yourself to be a mentor, but then also a future sponsor of others.

Host: I had a mentor one time that would tell me, "As somebody's pulling you up the ladder behind them, reach behind you to the next person and help them up the ladder." So, that is kind of what it sounds like what you're saying. Thank you for that, terri. And Melissa, let me wrap up with you. Same question. If you could give healthcare leaders one piece of advice about becoming a better mentor, sponsor, or advocate, what would that advice be?

Melissa Fors Shackelford: Well, I will build on what you and Terri just said because it really is about—especially for me—about giving back because I've been giving so much in my career. And I will say for me personally, really the most fulfilling part of my work, when I was in corporate or now as a consultant, is that giving back to others, saying their name in rooms that they're not in.

Just this morning I got an email from someone who had been given my name by someone else, and I tell you, there's nothing more fulfilling for me than recommending others or giving people opportunity and visibility. And so when you're looking for fulfillment in your day-to-day work, just honestly, I think there's nothing better and nothing more fulfilling than helping that next generation.

Host: That is such a great point. Fantastic, because I know all three of you have experienced that joy of someone you've mentored taking that next step and them coming back to you and saying, "Hey, thank you. If it weren't for you, I might not be in this position." And what a great feeling that is. I've experienced in my own career. So, great point bringing that up. There is so much satisfaction in mentoring and sponsoring. So, I think that's a great way to leave this interview. And I know this is going to be a wonderful session. You're going to be helping our next generation of leaders not only mentor, but sponsor and get ahead in our industry.

So, Terri, Jhaymee, Melissa, thank you so much for your time today. I really appreciate this.

Terri Flood: Thank you so much. We appreciate it.

Melissa Fors Shackelford: Yeah, I can't wait for our session at SHSMD and hope to see everybody there.

Jhaymee Tynan: Looking forward to it

Host: Love it. Thank you again. Wow, this is going to be a great session. Once again, Terri, Jhaymee, and Melissa are going to be presenting an executive session at SHSMD Connections 2026 in Baltimore. It's on Tuesday morning, September 29th at 8:30. If you're not registered yet, what are you waiting for? Make sure you get registered. Go to shsmd.org/education/annualconference to get registered. And if you found this podcast helpful, please share it on your social channels, and please hit the subscribe or follow button to get every episode. And to access our full podcast library of other topics of interest to you, just visit shsmd.org/podcasts.

This has been a production of DoctorPodcasting. I'm Bill Klaproth. See ya!