Michigan, US, 2nd Might 2025, ZEX PR WIRE, As advertising and marketing departments race to maintain tempo with AI, automation, and altering client expectations, senior advertising and marketing strategist Marjorie Jeffrey says essentially the most vital transformation isn’t taking place within the instruments entrepreneurs use; it’s in how future leaders are developed.
Based on Marjorie Jeffrey, mentorship is not elective. “If we want more women in leadership, we need to stop treating mentorship as a bonus and start recognizing it as core to how strong, ethical, and inclusive teams are built,” she says.
Jeffrey, who has guided dozens of corporations by means of model transformations and marketing campaign technique over the previous 15 years, now dedicates a good portion of her time to mentoring early-career entrepreneurs, particularly girls. She believes that creating the subsequent era of management requires intentional relationship-building, open dialogue, and programs that reward collaboration over competitors.
“Marketing has evolved, but the leadership models in many organizations haven’t,” Jeffrey explains. “We’re still valuing output and volume over strategic insight and emotional intelligence. Mentorship is one of the few ways to shift that culture from the inside out.”
Whereas girls make up the vast majority of entry-level advertising and marketing roles, Jeffrey factors out that they continue to be underrepresented on the prime. “There’s a persistent gap between who’s doing the work and who’s getting the recognition, and that gap only widens without meaningful support structures like mentorship,” she says.
Based on Jeffrey, mentorship is very essential for ladies navigating industries like tech, finance, or B2B providers, the place management nonetheless skews closely male. She believes the best mentors provide greater than tactical recommendation; they supply context, validation, and area for susceptible conversations about imposter syndrome, negotiation, and self-advocacy.
“People assume mentorship is just about sharing expertise, but often it’s about reminding someone they belong in the room,” says Jeffrey. “I’ve had mentees who were brilliant marketers but struggled to see themselves as leaders. Mentorship helps close that gap between capability and confidence.”
Jeffrey encourages corporations to deal with mentorship as a part of their strategic planning, not a facet initiative. She advocates for formal mentorship packages, cross-level collaboration, and reverse mentorship constructions the place junior workers can share rising insights with senior leaders.
“If mentorship only happens casually, it stays limited to people with the right networks or personalities to ask for help,” Jeffrey explains. “We need to institutionalize it, especially if we want to foster diversity in leadership. That means giving people the time, training, and tools to mentor well.”
Jeffrey works with organizations in her consulting apply to embed mentorship into their model cultures, tying it on to worker retention, management pipelines, and inside communications. She typically conducts messaging audits and inside workshops to make mentorship extra actionable and accessible throughout groups.
“Mentorship has measurable impact,” she says. “It improves job satisfaction, accelerates career progression, and helps companies retain talent, especially during times of rapid change. Why wouldn’t we prioritize that?”
Jeffrey additionally emphasizes the significance of storytelling in mentorship. As somebody who builds audience-first advertising and marketing methods, she sees narrative as a robust management software. “When women in leadership share their real stories, the wins and the mistakes, it humanizes success,” she notes. “That vulnerability builds trust and makes leadership seem possible for more people.”
Outdoors of her consumer work, Jeffrey often speaks on inclusive messaging and model ethics at business conferences. She’s constructing a mentorship circle particularly for mid-career girls entrepreneurs navigating transitions into administration, entrepreneurship, or specialised strategic roles.
“There’s so much support for entry-level talent, but mid-career is where many women drop off the leadership path,” says Jeffrey. “We need to intervene there, with mentorship that’s practical, flexible, and grounded in real experiences.”
For Jeffrey, mentorship isn’t just a management duty. It’s a manner of investing within the business’s future. She believes that as advertising and marketing turns into extra human-centric and purpose-driven, the function of mentors will turn out to be much more important.
“The real legacy of a marketing leader isn’t just in the campaigns they run, it’s in the people they shape,” she says. “If I can help even one person lead with more clarity, confidence, and compassion, that’s the kind of impact that lasts.”