Latest / The Promotion Memo with Fexingo: Getting Visibility, Sponsors, and Executive Presence / How One Employee Got Promoted by Building a Mentorship Network
Transcript
- Lucas: So we've talked a lot on this show about specific projects you can own to get promoted — onboarding, process docs, failed integrations. But today I want to look at something that doesn't show up on a resume: the network you build before you need it. Luna: You're talking about mentorship networks, right? Not the formal hr assigned kind. Lucas: Exactly. I came across a case from a mid-sized consulting firm — let's call the associate Sarah. She was a second-year analyst, solid performer but not a superstar. She wanted to make senior associate in 18 months, which was aggressive for her firm. Luna: What did she do differently? Lucas: She mapped out the senior leaders whose projects she admired — not just in her own practice but in adjacent ones: data analytics, change management, even the marketing practice. She reached out to three of them for a 20-minute coffee chat. No ask, just curiosity. Luna: And that turned into a regular thing? Lucas: She made it a monthly 15-minute check-in. No agenda, just a quick update on what she was working on and what she was learning. Over six months, those three mentors started thinking of her when they needed someone for a cross-functional project. She got staffed on two high-visibility initiatives that way. Luna: So she wasn't asking for a promotion — she was building a sponsorship network before she needed it. That's smart. Lucas: Right. And this is actually backed by data. There's a 2023 Harvard Business Review study that found employees with three or more mentors across different functions were promoted at two and a half times the rate of peers with no such network. The effect held even after controlling for performance ratings. Luna: Two and a half times — that's huge. And it makes sense because those mentors aren't just giving advice; they're advocating for you in rooms you're not in. Lucas: Exactly. Sarah's story is a great example of that. One of her mentors was the head of data analytics. When that leader was asked to recommend someone for a new analytics-heavy client engagement, Sarah's name came up. She got the role, delivered well, and that project became the centerpiece of her promotion case. Luna: I think a lot of people hear 'mentorship' and they imagine a formal program where you're assigned a senior person you meet with once a quarter. But what Sarah did was much more organic — and probably more effective. Lucas: Yeah, formal programs have their place, but they often feel transactional. Sarah's approach was relationship-first. And she was careful not to over-ask — 15 minutes once a month is low burden for a busy executive, but it's enough to stay top of mind. Luna: What about the risk of appearing opportunistic? I could see some people worrying that reaching out to multiple mentors looks like you're just collecting contacts. Lucas: That's a real concern. Sarah avoided it by being genuinely curious. She didn't ask for a promotion or a project in those early chats. She asked things like, 'What was the hardest decision you made on that project?' or 'How did you think about resource allocation?' People like talking about their work when you ask thoughtful questions. Luna: So the key is to lead with learning, not with asks. Lucas: Precisely. And she also made sure to follow up with a specific insight she'd applied from each conversation. That showed she was actually listening and not just going through the motions. Luna: That's a great point — it turns a casual check-in into a virtuous cycle. You get advice, you act on it, you report back, and the mentor feels invested in your success. Lucas: Exactly. And that's where the sponsorship piece kicks in. When a mentor sees you take their advice and succeed, they start to see you as a reflection of their own judgment. They want you to succeed because it validates them. Luna: Let me ask you this — what about mentor fatigue? I've seen senior leaders who get bombarded with requests and start saying no. Lucas: Sarah avoided that by being low-friction. She kept the meetings short, she came prepared, and she never rescheduled. If something came up, she'd send a note saying, 'No worries, see you next month.' That consistency built trust. Luna: And she had three mentors, not ten. That's manageable for her and for them. Lucas: Right. I think a lot of people think more is better. But three strong relationships are way more valuable than ten weak ones. Sarah herself said in an interview that she purposely capped it at three so she could invest real energy in each. Luna: If we've helped you think through a career move or a strategy like this, you might consider supporting the show. We keep it ad-free, and listener support on buy me a coffee dot com slash fexingo makes that possible. No pressure — just mentioning it because we've heard from folks that this kind of concrete advice is useful. Lucas: Yeah, we appreciate everyone who's chipped in. It helps us keep doing episodes like this one. So back to Sarah — she got the senior associate promotion in 16 months, two months ahead of her goal. Luna: That's impressive. So what's the takeaway for someone listening right now? How do they start building a mentorship network? Lucas: First, map your gaps. Think about the skills or visibility you're missing. For Sarah, she needed exposure to data-driven client work and cross-functional leadership. Then identify three senior people in your organization — or even outside it — who embody those areas. Reach out with a specific, curiosity-driven ask. Luna: And don't ask for a mentor. Just ask for a conversation. Lucas: Exactly. 'I admire your work on X, and I'd love to hear how you approached Y.' That's it. Then after the chat, send a thank-you note that includes something you learned and how you plan to apply it. Luna: And then set a recurring check-in? Or wait for them to suggest it? Lucas: Sarah proposed the monthly check-in at the end of the first conversation. She said, 'This was really helpful. Would it be okay if I sent you a brief update once a month on what I'm working on? No obligation to respond, just to keep you in the loop.' That's low pressure and puts the ball in their court. Luna: I love that phrasing — 'no obligation to respond.' It respects their time while keeping the door open. Lucas: Exactly. And over time, those monthly updates turned into opportunities. One mentor invited her to present at a team meeting. Another recommended her for a committee. The key is patience — this isn't a quick hack. Sarah's promotion took 16 months. Luna: But the alternative is waiting for your manager to notice you — which could take even longer. Lucas: Right. The average time to promotion at her firm was 24 months for high performers. She beat that by eight months. And she didn't burn any bridges — she built relationships that outlasted her promotion. Luna: So the question for listeners is: who are three people you could reach out to this week? Not to ask for anything — just to learn from. Lucas: And if you're not sure who, look at projects you admire. Look at people whose titles you'd want in five years. Or look across functions — that's where the biggest visibility gaps often are. Luna: I think this is one of those strategies that sounds simple but is hard to execute consistently. The discipline of showing up every month, even when you're busy, is what separates it from a one-off coffee chat. Lucas: Absolutely. And that consistency is what signals to a mentor that you're serious. It's not about being the smartest person in the room — it's about being the most reliably curious one. Luna: Alright, so to recap: map your gaps, find three mentors, lead with curiosity, keep it low-friction, and stay consistent. That's the Sarah method. Lucas: That's the Sarah method. And if you try it, let us know how it goes. We'd love to hear your stories.