From Guidance to Advocacy: Turning Insight on Sponsorship into Action

When I ask business leaders about their career journey, many of them talk about individuals who acted as mentors – offering advice, encouragement, or coaching. As I have begun researching this phenomenon, particularly examining conversations with women leaders on UVU’s Business Impact Lab podcast – a different theme has surfaced: advocacy. 

Advocates go a step beyond offering perspective and guidance; they open doors for you. They say your name in rooms you’re not yet in. They recommend you for stretch assignments or high-visibility projects. They suggest you for the job when opportunities arise. 

That is the essential difference between mentorship and sponsorship. 

What the Research Shows 

While mentorship offers guidance and development, sponsorship creates access. Research indicates that professionals with sponsors are 23% more likely to move into leadership roles than those with mentors alone (Hewlett, 2013; Ibarra et al., 2010). 

Sponsors actively use their influence to advance someone’s career. They advocate for promotions, recommend individuals for opportunities, and publicly support their potential. These individuals are willing to use their credibility and reputation to vouch for individuals who are working to advance their careers (Hewlett, 2013).  

Patterns We’re Finding in Our Own Research 

Current ongoing research is considering how advocacy behaviors – such as nominating an employee for a challenging project, providing public recognition, or connecting them to influential networks – play a role in the upward trajectory of employees’ careers and leadership paths.  

Lessons from Practice and Conversation 

This research is reinforced by the stories I hear from leaders and entrepreneurs on the Business Impact Lab podcast. Guests often describe moments where an act of advocacy brought them into a room, a project, or a network that opened them up to opportunities and growth that could not have come in any other way. In most cases, sponsorship wasn’t formal or complicated, but it was intentional. 

Turning Research into Practice 

So how can we put this insight to work? 

For managers and leaders: 

• Identify potential. Look for people who consistently perform but may not have visibility. 

• Create opportunities. Invite them into key projects or meetings that stretch their skills. 

• Advocate publicly. Acknowledge their contributions in front of others; visibility matters. 

• Sponsor inclusively. Be mindful of who gets sponsored – not just those who remind you of yourself. 

For employees and emerging leaders: 

• Earn trust through consistency. Sponsors advocate for people whose work they can confidently endorse. 

• Communicate your aspirations. Sponsors can’t open doors they don’t know you want to walk through. 

• Show initiative. Take on challenges that demonstrate readiness for greater responsibility. 

• Seek authentic relationships. Sponsorship grows from mutual respect and shared goals, not transactional networking. 

At its best, sponsorship is reciprocal – it strengthens both the sponsor and the sponsored by fostering a culture of trust, growth, and opportunity. This benefits individuals, teams, and organizations alike. So, whether you lead a team or are part of one, consider this:  

Who in your circle has the potential to lead but needs someone to open the door for them – and how will you help make that happen?  

 

References 

Ibarra, H., Carter, N. M., & Silva, C. (2010). Why men still get more promotions than women. Harvard Business Review. 

Hewlett, S. A. (2013). Forget a mentor, find a sponsor: The new way to fast-track your career. Harvard Business Review Press. 

 

Utah Valley University. (Ongoing Research, 2025).