Sponsors play a special part in the retention and development of talent within organisations and professions. A good sponsor takes an active role in helping individuals grow and be recognised. Their responsibilities include:

  • Ensuring the learner’s aspirations, strengths, and achievements are recognised by those who can influence their career
  • Making sure there is a viable plan in place for leadership development and career progression
  • Providing opportunities that stretch and showcase their capabilities
  • Acting as an advocate during discussions around new roles and promotions
  • Helping them become visible and build a strong reputation
  • Intervening when necessary to stop line managers from holding on to talent for too long
  • Ensuring the learner is fully aware of career opportunities that might not be obvious from their current position in the hierarchy

Sponsorship vs. Mentoring

Being a sponsor is not the same as being a mentor—in fact, the two roles can be largely incompatible. Key differences include:

  • People are usually less open with someone who is advocating for them and whom they want to impress
  • Sponsors hold influence within the organisation; this power dynamic is central to sponsorship but intentionally minimised in mentoring to foster deeper conversations
  • A sponsor’s role is more transactional and hands-on, often described as “overseeing someone’s career”, while mentoring focuses on personal growth and learning

Where Sponsorship and Mentoring Overlap

  • Organisational politics: Both mentors and sponsors help navigate this, but sponsors actively engage in politicking on the learner’s behalf
  • Networking: Mentors help the learner build and use their own network; sponsors make powerful introductions and open doors

Good Practices for Sponsors

  • Get to know your sponsee from the inside out: begin with their values and story, then explore their strengths, weaknesses, and aspirations.
  • Don’t expect them to follow your career path. Help them understand the track record, skills, and supporters they need to realise their own ambitions.
  • Set clear boundaries about what you will and won’t do—manage expectations while keeping responsibility with them.
  • Gather feedback from others (including their boss) to get a rounded view of their strengths and development areas—only share this with care.
  • Seek or create opportunities that test and showcase their strengths—especially those that help them grow quickly and visibly.
  • Develop a “script” or narrative that communicates how you see their strengths and potential. Share it with them and use it when advocating for them.
  • Be aware of their frustrations in their current role. Without breaching confidence, alert key influencers if there’s a risk of losing them.
  • Avoid getting too involved in their personal development—support them in having those conversations with their mentors or line managers.
  • Support them through setbacks. If they miss out on a role or opportunity, help them process feedback and refine their career plan.
  • Don’t “spy” on their manager or department. Maintain professional boundaries.
  • Schedule two to three progress sessions per year. More than this can undermine their line manager or mentor. Keep an open door for urgent issues.
  • Encourage learning from mistakes. Make it safe for them to be open and reflective—even if they’re trying to impress you.
  • Respect their mentor’s role, especially the need for confidentiality in that relationship.
  • Don’t expect loyalty or payback. Support them without expecting anything in return—any reciprocity will be unexpected and all the more meaningful.
  • Plan your own obsolescence. Help them build a network of support so they don’t rely solely on you. Eventually, step back to let another leader take over.
  • Hone your talent-spotting skills. Use the experience to identify others in the organisation with potential who would benefit from sponsorship.

© David Clutterbuck, 2015