In recent years, there has been a growing focus on the impact of mentorship and sponsorship in accelerating career growth. Research has shown that having sponsors – senior leaders who actively advocate for your advancement – can be a powerful catalyst for professional success. As a result, many organisations have introduced formal programmes to connect senior leaders with rising junior talent.

These initiatives have been particularly aimed at underrepresented groups. While women make up 49.6% of the global population, they remain a minority in senior business leadership. These sponsorship programmes have been designed with the goal of increasing female representation at higher levels, helping to bridge the gap and create more equitable career opportunities.

But do these relationships truly deliver the promised impact?

From Elevate participants, we hear that only 27% have had a positive experience with a mentor or sponsor. So what goes wrong? Some of the challenges they’ve shared include:

“Lots of talk, but no real help or support was provided.”
“My mentor always answered my questions diplomatically, but never gave real, actionable advice.”
“I provided my sponsor with what they requested, but they used my work for their own benefit – not mine.”
“I had a mentor who was initially supportive, but as I progressed, they became jealous and even tried to sabotage my projects.”
“They promised to help, but then disappeared.”
“Everyone is busy and at capacity, so asking a colleague to invest time outside of project work is tough.”

These experiences highlight that while mentorship and sponsorship can be transformational, not all relationships deliver on their promise. The real question is – what makes the difference between an ineffective sponsorship and one that truly propels a career forward?

Without a doubt, whenever we hold a session on the power of mentorship and sponsorship, one question always comes up:

“Can my boss be my mentor or sponsor?”

The simple answer is yes. However, the more complex response depends on several factors.

On one hand, you might ask – shouldn’t they already be advocating for you anyway? After all, a great leader supports their team’s growth. On the other hand, relying solely on your boss comes with risks. If they leave the company or move roles, you may find yourself at a disadvantage – a classic “all your eggs in one basket” scenario.

So while a boss can be a mentor or sponsor, it’s important to build a broader network of advocates to truly safeguard your career progression.

And that takes me back to the earlier question – what makes the difference between an ineffective sponsorship and one that truly propels a career forward?

The key is shifting your mindset. Instead of relying on a single mentor or sponsor, think about building your own “Board of Advisors”—a diverse group of supporters who each play a small but crucial role in your career development. This approach helps you avoid the common pitfalls of mentorship and sponsorship, ensuring that no single relationship defines or limits your growth.

If one advisor is overwhelmed with work – no problem – you have others to turn to.
If one starts to resent your success (failing to see how it also reflects well on them) – no problem – someone else on your board will recognise the shared benefits.
If one tries to take credit for your work –no problem – your other advisors will know who truly did the heavy lifting.

By diversifying your sources of guidance and advocacy, you create a stronger, more resilient network- one that not only supports your growth but also safeguards you against setbacks.

The other beautiful aspect of this approach is that it takes the pressure off both sides. Instead of placing all your hopes on one person, you create a dynamic support system where different people contribute in different ways.

Another question we often hear is: “Can I ask someone to be my sponsor?”

The simple answer – of course you can. But it comes with risks. If the senior leader feels obligated rather than genuinely invested, the relationship may lack real impact. If they don’t have the influence or willingness to actively advocate for you, it can lead to disappointment. And if circumstances change – such as a job move or shifting priorities – you could find yourself without the support you were counting on.

Final Thoughts

That’s why cultivating a Board of Advisors is so powerful. It spreads both opportunity and risk, ensuring that your career isn’t dependent on a single relationship but instead supported by a network of champions who can open doors, offer guidance, and help you navigate the path ahead.

If this resonates with you, have a look at our upcoming sessions to see how we can help to unlock – and elevate – the potential in your workplaces.

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