As a long-time advocate for women in the boardroom, I am often asked the same question.

How can we support more women in obtaining corporate board seats?

I can recommend several steps. However, I have recently been advising my colleagues to focus on one in particular—sponsorship.

Sponsor is the final concept in Gavriella Schuster’s acronym ALLIES, which summarizes the core behaviours of an ally (click here to read the full explanation on the WGOB blog). I chose the last three letters of the acronym—Include, Elevate, Sponsor—as my guiding principles for my decisions and actions in 2025.

As the year comes to a close, I would like to highlight the importance of sponsorship in the boardroom context.

The Transformative Act of Sponsorship
For years, the conventional wisdom has been that women in business need mentors to guide them. However, I would argue that sponsors are just as vital—if not more—for a woman’s board journey.

A sponsor is someone who supports and advocates for an individual, using their influence, resources, and connections to help them succeed. I see it this way:

Once you get to know someone well, risk your own credibility to help open doors for them.

Since founding Women Get On Board in 2015, with the goal of connecting, promoting, and empowering women to serve on corporate boards, I have seen firsthand that although guidance is helpful, women need more than just advice to break into the boardroom and C-suite. They need sponsorship.

Sponsorship vs. Mentorship: Action vs. Advice
It is essential to recognize that mentorship and sponsorship serve fundamentally different purposes, even though both play important roles.

Mentorship is about providing advice. A mentor supports their mentee by quietly offering guidance behind the scenes, acting as a sounding board or giving assistance as needed. They understand that their role is to stay in the background—and they are transparent about that role.

Sponsorship requires action. A sponsor is fully dedicated to the growth of the person they support, offering vital feedback because they believe in that person’s potential. However, what sets a sponsor apart is their influence, which they will use on your behalf.

Sponsors openly support individuals they believe in, especially when those individuals are not present. They advocate for you, speak up on your behalf, and recommend you for opportunities. Being a sponsor is a powerful act of allyship—it requires a leader to risk their own credibility to unlock doors for someone else.

Sponsorship in Action
Sponsors are essential for advancing your career, particularly in the boardroom. They can speed up career growth by boosting visibility, expanding networks, and forming key connections.

For leaders currently serving on boards, practicing sponsorship can be easier than you think. For example, if you need to decline a board seat—perhaps due to overcommitment, cultural mismatch, or lack of interest—you have a valuable opportunity to demonstrate sponsorship. When you decline the role, consider recommending two to three qualified women as potential replacements. This is a meaningful act of sponsorship and a gracious way to decline.

My Challenge for the Next Decade
As WGOB marks its 10th anniversary and looks forward to the next decade of inclusive governance, our philosophy, The Power of Three—where one woman is a token, two are a presence, and three are a voice—continues to inspire us.

Sponsorship is a conscious choice to use your influence, resources, and connections to help others thrive and succeed. It is a vital action for any ally dedicated to inclusive governance and gender equality in the boardroom.

My challenge to my network is straightforward: go beyond mentoring and become a sponsor for a deserving woman. You’ll be amazed by the genuine impact your influence can have.