Chapter 1: What is sponsorship and how is it different to mentorship?

A simple way of describing the difference between a mentor and sponsor is that:

“A sponsor opens the door to opportunities for others while a mentor equips an individual to open the door themselves”.

- Gallup 'Mentors and Sponsors Make the Difference'

Many people from diverse backgrounds are not in a position to open these doors themselves because of structural and systemic barriers. This could include:

• First Nations people
• Culturally, racially or ethnically diverse people
• Women and gender diverse people
• People with a disability
• People with intersectional identities.

While mentors are useful in offering advice and support, mentorship may not be sufficient to lead to tangible outcomes such as career progression or development. In contrast, a sponsor has the power and influence to access the door and open it. Sponsors can therefore be transformative for the career trajectory of people from diverse backgrounds.

Note: Sponsors must be aware of and appropriately manage any conflicts which may arise in a recruitment process. For example, sponsors may need to recuse themselves from a recruitment panel if their sponsee is interviewing.

• Is diverse talent underutilised and/or underrepresented in your organisation, in particular at the leadership level? Is the intervention necessary from an organisational or institutional lens?
• Are the potential sponsees in your agency seeking a transformation in their career journeys?  
• Is there another intervention which will better support increasing representation? Is sponsorship the most appropriate initiative given the maturity of your organisation?
• Are leaders motivated and willing to be sponsors? Do they have the required capacity and time? Do they have enough understanding of diversity, equity and inclusion to learn to be sponsors?
• Are leaders willing to have their sponsorship actions measured? Note that the success of sponsorship is highly dependent on the sponsor’s capability to be an ally and advocate for their sponsee and enact change.

Wagma is a woman from a CALD background. She has a strong record of delivering high quality work and supporting her team. Wagma feels she is at a plateau in her career, and has been in the same role for the last 10 years. Her goal is to obtain a senior leadership role in the next 12-18 months.

Wagma had a previous experience with mentoring. Her mentor managed a small team in a different area within the department. Her mentor provided support through:

• Meeting for coffee and providing ad hoc advice
• Working on Wagma’s resume and interview skills
• Discussing life aspirations and dreams

Mentorship was helpful for Wagma to understand her goals. However, the conversations often focussed on day-to-day concerns and confidence building, rather than tactical action.

Wagma was given an opportunity to be part of a sponsorship program and was paired with Rob, a senior leader in her organisation. Rob was impressed with Wagma’s professional accomplishments and different way of thinking and working.

Rob worked with Wagma to raise visibility of her achievements and amplify her brand. Rob did this by:

• Introducing Wagma to contacts who were senior leaders, meeting with these contacts first to talk to them about Wagma and the value she brings to her work
• Following up with these contacts after Wagma’s meetings, to check in and continue to advocate for Wagma
• Providing Wagma with shadowing opportunities, to get her in the room with other senior leaders and understand expectations at a senior leadership level

After 9 months, Wagma successfully attained an acting opportunity in a new area, which one of Rob’s contacts shared with her. Wagma has also developed a strong professional network including other senior leaders, and sees her achievements recognised in her organisation. Rob continues to support and advocate for Wagma, helping to execute her career plan.