The Career Accelerator, we’re still not using enough

We’re hearing a lot in the media about returning meritocracy to the workplace - “best person for the job!” But here’s the thing: fairness in leadership, a cornerstone of true meritocracy, doesn’t just happen on its own. 

In fact, some of the most impactful career development opportunities remain out of reach for people from historically underrepresented groups in leadership, often because of unconscious bias.

This week, I came across two separate studies - very different in scope but united by one clear message: sponsorship is a powerful driver of career progression for women.

The first, from Spencer Stuart, surveyed over 2,000 women in leadership roles, asking them what helped them reach their current positions.

Sponsorship was consistently highlighted as a critical factor.

The second, from The Inclusion Initiative at the London School of Economics, looked at women in asset management in Canada. Again, sponsorship emerged as a key enabler of success.

So here’s the question:

If sponsorship is so effective, why do so few organisations have formal sponsorship programs?

The answer is straightforward - and a bit uncomfortable. Sponsorship isn’t easy. A senior leader must use their political capital to advocate for someone more junior. It means saying their name in rooms where decisions are made, especially when that person isn’t there to speak for themselves.

Mentoring vs Sponsorship

It’s helpful to clarify the difference:

• Mentoring is developmental, offering advice and guidance directly to the individual.

• Sponsorship is strategic - using your influence to open doors for others behind the scenes.

And that’s why sponsorship is rarer. It takes genuine commitment and courage.

You Don’t Need a Formal Program to Start

You can embed a sponsorship mindset without a full-blown program. Just start by asking senior leaders this simple but powerful question:

“Who are you currently sponsoring?”

The truth is, most leaders are informally sponsoring someone. The problem? Without intention, that “someone” often ends up being a reflection of themselves.

This is affinity bias in action.

What Is Affinity Bias?

Affinity bias is our unconscious preference for people who are like us. I know I feel it when I meet another Irish woman with red curly hair and glasses - I instinctively feel a connection. Or when I review a CV from someone who went to my university or worked at a company I know, I catch myself thinking, 

“Ah, yes, this is familiar.” 

This message is your brain looking for the familiar patterns, the path of least resistance and least risk.

And that’s how sponsorship can unintentionally become exclusive instead of inclusive.

We need to bring that unconscious bias into the open. Because once leaders are aware of how affinity shapes their choices, they can act more deliberately - and more fairly.

Herminia Ibarra, Professor of Organisational Behaviour at London Business School, says it well in this short video for the Michelle R. Clayman Institute at Stanford:

“When you just let your relationships form spontaneously, you’re going to get a network made up of people who are just like you.”

And that’s the risk. These “mini-mes” aren’t always the best future talent for the organisation. But they often benefit from being “taken under the wing” of a senior leader - learning the unwritten progression rules and being championed behind closed doors.

Why sponsoring diverse talent makes business sense

Sponsorship isn’t just good for individuals - it’s a strategic advantage.

When leaders actively sponsor diverse talent, they bring fresh thinking into the rooms where strategy happens. That diversity of perspective drives innovation, improves decision-making, and strengthens market relevance.

It also reduces the risk of losing high-potential talent due to a lack of visible career progression.

Inclusive sponsorship isn’t just a DEI or HR initiative - it’s a competitive edge.

If you’re in a leadership role, take a moment this week to ask yourself:

Who am I actively sponsoring?

And if the answer is “no one” or “someone just like me,” it’s time to widen the lens.

Let’s stop admiring sponsorship from a distance and start making it part of how we lead.

Ask the question. Challenge the pattern. Expand your circle.

Because the careers of others, especially those who don’t look like you, may depend on it.

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