So you have a mentor, but what about a sponsor?
If your sponsor is your manager, you’re doing it wrong.
In the corporate world, it’s not just about what you know—it’s about who’s in your corner.
Like it or not, getting ahead at work takes more than talent; you need someone who will advocate for you. Now, some of you probably read that and thought “Yep! I have that. Susan from XYZ team is an amazing mentor to me.” But a sponsor is different from a mentor or a coach. A sponsor doesn’t just give advice, they actively open doors and find ways to get you in front of those highly sought after advancement opportunities.
Who a Sponsor is vs. Who They are Not
Who they are:
Senior level leaders who are invested in your career progression
2 to 3 levels above you in the corporate hierarchy (we’re talking executive level here)
Someone who understands the politics and power dynamics of the organization
Have the power to advocate for decisions in hiring and promotions
Someone that sits in the rooms where decisions are made
Who they are not:
Your immediate Manager
Your Mentor (official or unofficial)
Your Coach
Your peer colleagues
Research shows that women with sponsors are 22% more likely to request stretch assignments and 27% more likely to ask for raises compared to peers without sponsors, and ultimately, get more promotions faster.
And the biggest reason? Sponsors don’t just advise you on upleveling your skills to be promo ready. They give you the confidence to advocate for yourself, because they also directly provide opportunities for advancement.
It’s political, but it’s reality. If you want to get promoted, you need to do more than work hard and be great at your job. You need access to opportunities to move up, and sponsors grant you that access.
However, there's a real sponsorship gap in most companies. The numbers show it: nearly two-thirds of white men have sponsors, but just about half of Black and Hispanic women do. Why? Because white men often already know people in power or get introduced naturally. Which means women and minorities need to be more intentional and proactive. In other words, if you're waiting for someone to notice your hard work and raise their hand to sponsor you, you might be waiting forever.
So how do I actually get a sponsor?
Remember sponsorship is a two-way street. Senior leaders benefit from betting on rising stars too. The key is to embody the things that executives and the company value most, so you (in the eyes of the sponsor) seem like a solid bet.
Make sure you’re focused on the following:
Do your job really, really well. High performance is table stakes.
Be likeable. Build respected relationships with your peers.
Figure out your prospective sponsors goals, and make sure your efforts are in line with them.
Leverage similarity bias in your favor.
We all unconsciously favor people similar to ourselves. In workplaces, executives naturally look to sponsor those who look, sound, or act like them.
Many women in male dominated workplaces assume this is why they get passed up for promotion. And while there is truth to this, you as a woman can take control of your future by knowing the cards are stacked against you, and using similarity bias to your advantage. It takes just a little bit of effort.
Look for leaders you naturally hit it off with.
This means looking beyond ‘demographic matches’ to find people with similar leadership values and business philosophy. Often, those you align with most may not look most like you on the surface.
Let's say you're a working mom sales leader with young kids who enjoys cooking and running (ahem, me). You identify a target sponsor who is a male executive 15 years older with grown children and a spouse who was a homemaker, who loves cigars and golf (a.k.a. NOT a ‘demographic match’). This executive may not naturally identify with you right away. That's where you need to do some research to find common ground. Did he attend a smaller, liberal arts college like you? Does he attend his daughter's cross country meets? Did he rise through company ranks like you did? Figuring out these connections help get past assumptions that are holding you back.
Craft Meaningful Messaging
Observe ways you could help them. Note problems you see happening that you could help solve - things like operational bottlenecks, product issues impacting the customer experience, or team dynamic challenges.
Offer to do research for them on a problem you know they’re looking to solve. This one is probably the most direct. If they announce specific issues they’re looking to solve, make note and see if you can bring value to help them solve it. Maybe they mentioned on a company-wide meeting that customer attrition rates are exceptionally high. How could you help them research this issue by identifying trends with statistical backing?
Acknowledge something that you admire in them. This could be how they navigated a difficult situation or a particular skillset they display. Were they a working parent who seems to be handling pandemic parenting with ease? Are they a killer public speaker? Tell them! Worst case, they appreciate the affirmation; best case, they agree to teach you their ways.
Timing is Everything
Avoid asking for time during:
End of fiscal year
Quarterly Business Reviews or strategic planning sessions
Consider asking for time during:
Slower times of the month/year
Key hiring seasons when these convos are top of mind
Rule number one: If you ever have an opportunity to meet in person, do it. Even a quick “hello” creates a foundation for future outreach.
For a direct introduction email, keep it brief:
Introduce yourself
Mention your connection point or why you're reaching out
Make a specific ask
Close with a timing question
For example: "Hi [Name], this is Casey; I'm [title] working with [team] in [region]. I resonated with your statements at our last all-hands about X. I'd love to grab 30 minutes to share how my team has been successfully overcoming that issue you mentioned. How do the next few weeks look for you?"
If you need a more formal introduction, ask VPs in your network to broker an introduction.
Be sure to hit on:
Your previous point of connection or relevance
Make your ask and why it matters
Give a time frame
Close out with a question
What if they say no or say nothing?
Selling yourself internally is no different than selling a product. Never stop because of one objection. Ask yourself: is this a "no" or a "not right now"?
If it's "not right now," try again in a few weeks from a new angle. If it's a hard no after multiple attempts, find another sponsor!
The common assumption is that sponsors come by way of luck or favoritism. I challenge you to see it as a strategic opportunity you can control. By delivering great work, building connections, managing your brand, and aligning with senior leaders' goals, you position yourself as someone worth advocating for.
Don't wait to be noticed. Take initiative, prioritize advocacy, and watch your career take off.
