Latest / The Career Mentor Podcast with Fexingo: Finding Mentors, Sponsors, and Career Advisors / How to Turn a Mentor Into a Sponsor
Transcript
- Lucas: There's this stat that's been rattling around in my head since I saw it earlier this year. LinkedIn's 2025 Workplace Learning Report found that nearly 70 percent of employees say they have a mentor. But only about 1 in 5 has a sponsor. Luna: And a sponsor is different from a mentor, right? Not just someone who gives advice, but someone who actually puts their name on the line for you? Lucas: Exactly. A mentor says, 'Here's what I'd do in your situation.' A sponsor says, 'I'm going to make sure you get that seat at the table.' They advocate for you in rooms you're not in. And the data suggests most of us are getting the advice part right, but we're failing at the advocacy part. Luna: Why do you think that gap exists? Is it that people don't know sponsors exist, or that they're afraid to ask? Lucas: I think it's a little of both. There's also a subtlety: sponsorship usually happens when someone already sees high potential in you. But you often have to signal that you're ready for that kind of backing. And most of us don't know how to signal it without feeling pushy. Luna: So what does that signal actually look like? Can you give a concrete example? Lucas: Sure. I remember a case from a few years back—a consultant at Deloitte, mid-level, who wanted to be considered for a partner-track role. She had a mentor in the firm who gave her great advice on client management. But she realized advice wasn't enough—she needed someone to actually champion her in the partner selection meetings. Luna: So how did she make that shift from mentor to sponsor? Lucas: She scheduled a one-on-one and said something like: 'I've really valued your guidance over the past year. Based on what you've seen of my work, do you think I'm ready for the partner track? And if so, would you be willing to advocate for me in the selection committee?' She was direct, but she framed it as a question about her readiness first. Luna: That's smart—she gave him an easy out if he didn't think she was ready. And then she made the ask explicit. Lucas: Right. And that's the key. She didn't just ask for advice on how to get promoted. She asked for advocacy. And he said yes. That's a sponsor relationship. He went to the committee and said, 'I've worked with her on three engagements. She's ready.' That carries way more weight than a generic recommendation letter. Luna: What if he had said no? Would that have damaged the mentoring relationship? Lucas: It can, but it doesn't have to. If he said, 'I don't think you're there yet,' you can use that feedback constructively. You might ask, 'What specifically would I need to demonstrate for you to feel comfortable advocating for me?' That turns a no into a roadmap. And honestly, if a mentor isn't willing to eventually sponsor you, you might want to find a different mentor. Luna: That's a good point. I think a lot of people stay in mentorship relationships that are comfortable but not catalytic. They get the coffee chats, the advice, but they never ask the big question. Lucas: Absolutely. And here's the thing—sponsorship is risky for the sponsor. They're putting their reputation on the line. So you need to make it easy for them to say yes. That means you need a track record of performance, but also a clear ask. Don't just say, 'Will you be my sponsor?' That's vague. Say, 'Will you advocate for me for the VP role in the next promotion cycle?' Luna: That specificity helps them know exactly what they're signing up for. And it gives you a timeline to check back. Lucas: Exactly. And sponsors often have a portfolio of protégés. They're looking for people who are not just competent, but also likely to succeed and make them look good. So you want to be the person who consistently delivers, communicates progress, and shows gratitude without being obsequious. Luna: How do you find someone who has the organizational clout to be a sponsor? Not every senior person has that kind of influence. Lucas: That's a great question. The best sponsors are usually two levels above you, in a position where they sit on promotion committees or have a voice in resource allocation. They're visible. They're on the email chains where decisions get made. You can identify them by asking yourself: 'Who in my organization seems to have a track record of promoting people? Who do people credit for their advancement?' Luna: And how do you get on their radar without seeming like you're using them? Lucas: Start by delivering value. Offer to help on a project they care about. Share an insight from a conference. Ask for feedback on a specific piece of work. Build the relationship naturally over months, not days. Then, when you have a solid foundation, you can have the sponsorship conversation. Luna: I want to go back to that Deloitte example. What do you think gave her the confidence to make that direct ask? Lucas: She told me later that she had a script. She practiced it. She wrote down exactly what she wanted to say. And she had a backup plan: if he said no, she would ask for specific development areas, then revisit the ask in six months. Having that plan reduced the fear of rejection. Luna: So in a way, she de-risked the conversation for herself. She made it safe to hear a no. Lucas: Exactly. And I think that's the mental shift most people need. You're not begging for a favor. You're offering someone the opportunity to invest in a high-potential person. That's a value exchange. If you're performing well, a sponsor gains from backing you. Luna: Right. And if you don't ask, you're leaving that potential on the table. Lucas: Look, the data is clear: people with sponsors are promoted at a significantly higher rate than those with only mentors. One study from the Center for Talent Innovation found that employees with sponsors are 21 percent more likely to be promoted than those without. That's not a small edge. Luna: Twenty-one percent. That's huge. It's almost like having a sponsor is a force multiplier for your career. Lucas: It really is. And the beautiful thing is, once you have one sponsor, it opens doors to others. Because your sponsor will introduce you to their network. That's how careers accelerate. Luna: Before we wrap, I want to acknowledge something. If you're listening and this episode made you think differently about your own career, maybe you're ready to have that conversation with someone. We hope it helps. Lucas: And if it did, the reason we can keep having these specific, ad-free conversations is listener support. If you'd like to keep this going, you can visit buy me a coffee dot com slash fexingo. That's one of the ways this stays free for everyone. Luna: Yeah, we appreciate you being here. Now back to that sponsor conversation—one thing I think we didn't cover is what happens if the sponsor leaves the company. Lucas: That's a real risk. Sponsorship is often tied to a person, not an institution. If your sponsor departs, you lose that voice in the room. That's why you should ideally cultivate multiple sponsors over time. Not all at once, but sequentially. And always keep building your reputation independently. Luna: So don't put all your advocacy eggs in one basket. Lucas: Exactly. And if your sponsor does leave, you can still leverage their network. They'll often introduce you to their successor or to peers who might step in. But the key is to not be passive. You have to keep cultivating those relationships. Luna: Alright, so to recap: a sponsor advocates for you, not just advises you. To get one, you need a track record, a specific ask, and a bit of courage. And you should aim for more than one over your career. Lucas: That's the formula. And remember, the first step is just having the conversation. Most people never ask. If you do, you're already ahead of the curve.