Latest / The Career Mentor Podcast with Fexingo: Finding Mentors, Sponsors, and Career Advisors / How to Find a Sponsor Not Just a Mentor
Transcript
- Lucas: So we talked last episode about climbing the ladder without a mentor. But honestly, I think there's a more powerful relationship that most people overlook, and that's the sponsor. Luna: A sponsor. Okay, I know the term gets thrown around, but I think a lot of people use it interchangeably with mentor. They're not the same, right? Lucas: They're absolutely not the same. A mentor gives you advice. A sponsor gives you air cover. A mentor tells you which conference to go to; a sponsor puts your name in the room for a stretch assignment you're not even qualified for yet. Luna: Right, that's a big difference. And I remember reading that study from the Center for Talent Innovation — Sylvia Hewlett's work — where they found that employees with sponsors are 23 percent more likely to advance than those without. Lucas: Yeah, that's the key stat. And it's not just a small bump. That's a structural advantage. The same study found that women with sponsors were more likely to ask for a raise and actually get it. Sponsorship translates into real economic outcomes. Luna: So how does someone actually find a sponsor? I feel like you can't just walk up to a senior leader and say, 'Hey, will you be my sponsor?' That feels awkward. Lucas: It does feel awkward, and you're right — you don't usually start with a direct ask. Sponsorship emerges from a track record. You prove yourself first, then the relationship evolves. But you can be intentional about positioning yourself. Lucas: Sylvia Hewlett's framework is useful here. She says sponsors are looking for three things: high performance, loyalty, and a willingness to speak up. That last one is interesting. They want someone who can represent them well in a room with other senior people. Luna: So it's not just about being good at your job. It's about being visible. And being a little bit of a risk-taker in how you communicate. Lucas: Exactly. And there's a real exchange happening. A sponsor puts their reputation on the line when they recommend you for a high-stakes project. If you fail, it reflects on them. So they need to trust that you'll deliver — and that you'll make them look good. Luna: Okay, so what's the practical first step? I'm a mid-level manager, I want to find a sponsor. Where do I start? Lucas: I'd start by mapping the decision-makers in your organization who have influence over the projects and roles you want. Then look for natural points of contact. Maybe you've already worked with them on a cross-functional team, or you've presented in a meeting they attended. Lucas: From there, ask for feedback on a specific piece of work. That's a low-stakes way to start a conversation. Over time, as you act on their advice and deliver results, they'll start to see you as someone worth backing. Luna: I like that. It's almost like dating — you don't propose on the first date. You build rapport gradually. Lucas: Exactly. And at some point, you have to make your ambitions known. If you're too quiet about wanting a promotion or a stretch role, a potential sponsor can't advocate for you. So part of the process is being clear about where you want to go. Luna: But what about the risk? If you put all your eggs in one sponsor basket and that person leaves the company or loses influence, you could be in a tough spot. Lucas: That's a real risk. The research on sponsorship shows that having multiple sponsors is actually more effective than having just one. Not a dozen — that dilutes the relationship — but two or three. That way you're not dependent on any single person's fate. Luna: So diversify your sponsorship portfolio. That makes sense. Do sponsors have to be your direct boss? Or can they be someone two or three levels up? Lucas: They can be anywhere in the organization, but ideally they should be senior enough to influence decisions about your career. It's better if they're not your direct manager, because your manager already has a role in evaluating you day-to-day. A sponsor should be someone who sees your potential beyond your current role. Luna: I've also heard about 'reverse sponsorship' — where a more junior person sponsors a senior person on new technology or emerging trends. Is that a real thing? Lucas: It is. I've seen it mostly in tech companies. A senior exec might not understand generative AI or blockchain, so they partner with a younger employee who does. The junior person gets visibility and access; the senior person gets informed. It's a genuine win-win. Luna: That's a clever way to flip the dynamic. You're not just waiting for someone to pick you — you're offering something of value upfront. Lucas: Exactly. And that's the real secret. Sponsorship is not about being chosen. It's about creating mutual value. The best sponsorships happen when both people get something out of it. Luna: So if I'm listening to this and thinking, 'I don't have any obvious senior champions,' what's the most actionable thing I can do starting tomorrow? Lucas: Start by identifying one person in your organization whose work you admire and who has influence over the kind of projects you want. Then find a way to add value to them. It could be as simple as sending them a relevant article with a thoughtful note, or volunteering for a task force they're leading. Lucas: Then, after you've delivered something concrete, ask for fifteen minutes to share a few ideas. That's the opening. From there, it's about demonstrating that you're reliable, insightful, and ready for more. Luna: And you have to be willing to ask for what you want eventually. Otherwise they might just see you as a great contributor, not someone who wants to grow. Lucas: Right. At some point you have to say, 'I'd like to be considered for the lead role on the next product launch,' or 'I'm interested in the Asia rotation.' If you don't voice it, the sponsor can't act on it. Luna: So what about when it doesn't work out? What if you pick someone and they don't actually advocate for you? Lucas: It happens. Some people are happy to be called a sponsor in name but never actually open doors. If you've asked for a specific opportunity and they haven't helped after a reasonable time, it's okay to move on. Not every senior person is a good sponsor. You need someone who's willing to spend political capital. Luna: That's a good point. And I think it's also important to sponsor other people once you get to a certain level. Pay it forward. Lucas: Absolutely. The data shows that executives who sponsor others are more likely to receive sponsorship themselves. It creates a culture of advancement. And frankly, it's one of the most satisfying parts of leadership. Luna: So the takeaway for me is: mentors give advice, sponsors give opportunities. And you can't just wait for one to appear — you have to be strategic about building those relationships. Lucas: That's the whole episode in a sentence. And the best time to start building that relationship is before you need it. Don't wait until you're in the middle of a promotion cycle. Plant the seeds now. Luna: I like that. Thanks, Lucas. Lucas: Great conversation, Luna. Next episode we'll talk about something that came up in the comments — how to handle a mentor who's holding you back. That's a tricky one. Luna: Can't wait. See you next time.