Latest / The Career Mentor Podcast with Fexingo: Finding Mentors, Sponsors, and Career Advisors / How to Find a Mentor Who Will Sponsor You
Transcript
- Lucas: So you have a mentor. You meet monthly, they give you good advice, you feel like you're learning. But are you getting promoted? Luna: Oof. That's the question, isn't it? Because advice is great, but it doesn't always translate into a bigger role. Lucas: Exactly. And that's the gap I want to talk about today. There's a real difference between a mentor and a sponsor. A mentor gives you wisdom. A sponsor gives you access, visibility, and — most importantly — they put their reputation on the line for you. Luna: So a sponsor is someone who will actually say your name in a room full of decision-makers when you're not there. Lucas: That's the perfect way to put it. And there's some great data on this. A 2024 study from Harvard Business Review looked at a large professional services firm and found that employees with sponsors were 22 percent more likely to get promoted than those with only mentors. Twenty-two percent. Luna: That's a huge edge. And yet most people are stuck in the mentor lane because they don't know how to convert that relationship into sponsorship. Lucas: Right. So let's talk about how you actually do that. I've been thinking about a framework I call 'The Three As' — Access, Amplification, and Allocation. These are the three things a sponsor gives you that a mentor doesn't necessarily. Luna: Okay, break those down for me. Starting with Access. Lucas: Access means they open doors. They invite you to a meeting you wouldn't otherwise be in. They introduce you to a senior leader. They put you on a high-visibility project. A mentor might tell you, 'You should network with the CFO,' but a sponsor will actually send the email and set up the lunch. Luna: So it's active, not passive. The sponsor does something. Lucas: Exactly. The second A is Amplification. This is about them talking you up in forums where you're not present. A sponsor will mention your name in a leadership meeting when a relevant role or project comes up. They amplify your reputation. Luna: And the third A — Allocation. Lucas: Allocation is the hardest one. This is when they actually allocate resources to you. That could be budget for a training program, headcount for a team you want to build, or — most importantly — they advocate for you to get a promotion or a stretch assignment. They're putting organizational weight behind you. Luna: So how does someone go from having a mentor who gives advice to having a sponsor who does all three of those things? Because I think a lot of people are afraid to ask. It feels transactional. Lucas: That fear is real. But the thing is, sponsors are often looking for someone to back. They want to invest in talent that will make them look good. So the key is to demonstrate that you're worth that investment. Luna: How do you demonstrate that without being obnoxious? Lucas: It starts with doing great work, obviously. But then you need to make your ambitions known. A mentor can't sponsor you if they don't know what you want. So in your next one-on-one, say something like, 'I'm really interested in moving into a leadership role in the next 18 months. If there are any opportunities where you think I could add value, I'd love to be considered.' That's an opener. Luna: And then you need to deliver. Because if you get that access and you don't perform, the sponsor's reputation takes a hit. Lucas: Exactly. It's a mutual investment. Let me give you a concrete example. I worked with a marketing director — let's call her Sarah. She was at a mid-size tech company and had a mentor, the VP of Marketing, who gave her great feedback on her presentations and strategy. But she wasn't getting promoted to senior director. Luna: Classic mentor trap. Lucas: So she had a candid conversation. She said, 'I really value your advice. But I feel like I'm ready for the next step. Would you be willing to advocate for me when the next senior director role opens up?' The VP said yes, but she needed to prove she could handle a bigger scope. Luna: So what did Sarah do? Lucas: She asked for a stretch assignment — leading a cross-functional product launch that was high-risk. The VP gave her the allocation: budget, a small team, and visibility to the CEO. Sarah delivered. Six months later, when the senior director role opened, the VP was her strongest advocate. She got the job. Luna: That's a perfect example of the Three As in action. Access to the stretch assignment, amplification when the CEO saw her work, and allocation of the promotion. Lucas: And the key was that she asked specifically. She didn't just hope it would happen. She made the ask, but she also delivered on the assignment. Luna: So for someone listening right now who has a mentor but no sponsor, what's the one action they can take this week? Lucas: I'd say have a 'sponsorship conversation' with your mentor. Frame it around your career goals and ask if they'd be willing to actively advocate for you. Be specific about what you want — a promotion, a stretch project, an introduction. And then follow through. Luna: And if the mentor says no, or if they're not in a position to sponsor you? Lucas: Then you may need to find a different sponsor. Not everyone can be a sponsor. They need to have the organizational clout and the willingness. So you might need to cultivate a relationship with someone more senior who has a seat at the table. Luna: That's a good point. And I think that's where a lot of people get stuck — they think their mentor should automatically become their sponsor, but sometimes that person just isn't in the right role. Lucas: Exactly. So you might need multiple mentors, and one of them might become your sponsor. But it's a separate relationship with a separate ask. Luna: You know, this episode is exactly the kind of practical advice that listeners tell us they find most useful. If today was helpful to you, the way we keep this show ad-free is through listener support. You can head to buy me a coffee dot com slash fexingo to contribute. It really helps us keep bringing you these deep dives. Lucas: Yeah, we appreciate every bit of support. It lets us focus on the content instead of chasing sponsors. So thank you. Luna: Okay, back to sponsorship. I want to talk about the fear of asking. A lot of people worry that if they ask for sponsorship, it will seem like they're using the relationship. Lucas: That's a common concern. But think about it from the sponsor's perspective. Senior leaders are often looking for talented people to invest in. It's part of how they build their own legacy and reputation. By asking for sponsorship, you're giving them an opportunity to develop someone. It's not selfish — it's strategic. Luna: So you're saying it's actually a gift to them in a way. Lucas: In a sense, yes. Especially if you're a high performer. You're saying, 'I trust you enough to let you advocate for me, and I'll make you look good.' That's valuable. Luna: Let's talk about how to approach that conversation without coming across as entitled. What's the right language? Lucas: I think it starts with gratitude. You acknowledge the value they've already given you. Then you share your ambition, and you ask if they'd be open to supporting you in a more active way. Something like, 'I've learned so much from your advice, and I'm really grateful. As I look to the next step in my career, I'm wondering if you'd be willing to advocate for me when opportunities arise. I'd love to be top of mind for you.' Luna: That feels respectful. And it leaves room for them to say yes or no without pressure. Lucas: Exactly. And if they say yes, then you have a sponsor. If they hesitate, you can ask what they'd need to see from you to feel comfortable. That turns it into a development conversation. Luna: One thing I've noticed is that sponsorship often happens more naturally for people in majority groups. There's research showing that women and people of color are less likely to have sponsors. How do we address that? Lucas: It's a real issue. The Harvard Business Review study I mentioned earlier also found that white men were significantly more likely to have sponsors than women and people of color. Part of the solution is being intentional. If you're in a minority group, you may need to be more proactive in seeking out sponsors. And organizations can help by creating formal sponsorship programs. Luna: Can you give an example of a formal sponsorship program? Lucas: Sure. Some companies have 'sponsorship circles' where senior leaders are assigned to high-potential employees from underrepresented groups. They meet regularly, and the leader commits to advocating for that person. It's structured, so it removes some of the ambiguity. Luna: But not everyone works at a company that has that. So what's the individual strategy? Lucas: Network strategically. Look for senior leaders who have a track record of sponsoring diverse talent. Ask around. And don't be afraid to ask directly, 'Are you someone who sponsors others?' It's a legitimate question. Luna: I love that. It's direct and it signals that you understand the difference between mentoring and sponsoring. Lucas: Exactly. And that's the whole point. If you only have mentors, you're getting advice. If you have a sponsor, you're getting a career accelerator. Luna: So to wrap up, I want to leave listeners with a challenge. Look at your current mentor relationships. Which one has the potential to become a sponsorship? And then schedule that conversation. Lucas: And remember, it's not about asking for a handout. It's about asking for advocacy because you're ready to deliver. That's a powerful combination. Luna: Thanks for listening, and we'll see you next time on the Career Mentor Podcast. Lucas: Take care.