Why mentors are not enough to get promoted

 
I owe so much to my mentors.

The engineering director who taught me to how to run efficient meetings. The VP who helped me navigate office politics. The CEO who explained to me what good company strategy setting looks like.

These relationships shaped my career in profound ways. And if you have mentors in your life, you know exactly what I mean. They're gold.

But here's what puzzled me for years...

Despite having brilliant mentors who believed in me, I watched as others with less experience got the promotions.

Last week, Emma shared something that made me think: "Christina, my mentor keeps telling me I have such amazing leadership skills. We meet every month. They give me very helpful advice. But when that Director role opened up? They didn't even mention it to me as an option - let alone suggest me for it.”

Emma's story highlights a truth that took me years to understand: Having great mentors is essential. But it's not enough.

There's even a phrase for this: "Women are overmentored and undersponsored.”

And today, I want to share what I learnt about bridging that gap.

Your mentors are wonderful. Here's what else you need

First, let me be clear: Keep your mentors. Learn from them - as much as you can.

The wisdom they share and the confidence they build is invaluable.

But there's another type of relationship that many of us are missing. And it's the one that actually moves careers forward.

The difference between a mentor and a sponsor:

• A mentor says: "Here's how to prepare for leadership"

• A sponsor says: "I'm putting Sarah forward for this leadership role"

• A mentor says: "You should develop your strategic thinking"

• A sponsor says: "Sarah should present the strategy at the board meeting"

• A mentor meets you for coffee

• A sponsor fights for you in rooms where you're not present

See the difference? Both matter. But only one gets you promoted.

How I turned my best mentor into my first real sponsor

Couple years ago, I met monthly with a senior leader who gave me incredible guidance. He helped me think through challenges, develop my skills and understand the organisation better.

But I stayed in the same role.

Then I tried something different. And within six months, he became the person who advocated for my promotion to senior management.

Here's exactly what I did:

Step 1: Choose the mentor with real influence

Look at your current mentors (and treasure them all). But identify which one has:

• Decision-making power over roles and opportunities

• A track record of people advancing under their leadership

• Influence that extends beyond just one department

This person is your best bet for sponsor potential. Not because the others aren't valuable - they absolutely are - but because this person has the organisational power to act on their belief in you.

I checked - and my mentor had this power. So then…

Step 2: Change the conversation from learning to partnering

This was my biggest mindset shift.

Before: "Thank you for helping me with this challenge"

After: "I've analysed our customer retention problem and developed a solution. Can I share my thinking?"

I spent a Sunday afternoon creating a one-page strategic proposal for improving our team's processes. Nothing fancy. But when I shared it with my mentor, everything changed.

We stopped talking about my "development." We started talking about business impact.

He later told me: "That's when I realised you weren't just someone with potential. You were already thinking like a senior leader."

Step 3: Let them see your greatness in action

Here's the truth: Your mentor probably only knows 20% of how capable you really are.

They see you in your mentoring meetings and hear about your work. But they don't see you leading, problem-solving, inspiring others.

So I started inviting him strategically:

• Leading a difficult stakeholder meeting? "Your viewpoint would really add to the conversation"

• Running a product innovation workshop? "I'd value your perspective"

• Presenting quarterly results? "Could you attend and give me feedback?"

The third time he saw me in action, he said: "I need to get you in front of the leadership team."

That's when a mentor becomes a sponsor.

Your mentor relationships are gold. Here's how to add another layer

I want to make one thing clear: This isn't about being ungrateful for your mentors. It's about recognising that career advancement requires both wisdom AND advocacy.

Your mentors give you the tools. Sponsors give you the stage to use them.

This week, try this:

1. Thank a mentor who's made a difference in your life (they deserve to know)

2. Identify which of your mentors has the most organisational power

3. Prepare one business insight or solution to discuss at your next meeting

4. Find one opportunity to invite them to see you in action

Remember: The goal isn't to replace mentorship with sponsorship. It's to add sponsorship to the mentorship you already have.

Your mentors helped you become ready. Now it's time for sponsors to help others see it.