What Is Group Mentoring? Definitions and Strategies

Among the many different mentoring formats that exist, group mentoring often arises as one that fits a very distinct need: mentoring capacity. Starting and scaling programs is difficult, especially when mentoring is voluntary. there’s often an abundance of interest from mentees, but only so many mentors available to meet that need.

Group mentoring is a community of practice strategy that solves the mentor capacity issue by having mentors take on two or more mentees at the same time. Just as no two mentoring relationships are the same, group mentoring creates a significant amount of variety in the interactions between mentors and mentees and interesting formats for DEI-focused development opportunities, like reverse mentoring.

Additionally, when group mentoring is built into a virtual mentoring software platform, it provides distinct possibilities for program administrators and mentors to provide mentees with more structure, better and more successful matches, and data to prove program success.

What Is Group Mentoring?

Group mentoring is a mentoring strategy in which a single mentor works with two or more mentees simultaneously. In this type of mentoring arrangement, the mentor has multiple mentees that he or she meets with at the same time, whether physically (in-person) or virtually over video call sessions.

This format allows mentees who have similar wants or needs to have access to a mentor who can help them develop in the way that they need. Importantly, this situation is beneficial for companies that have a significant imbalance between the mentors and mentees, but don’t want to put too many limits on the program (we’ll talk about this a bit more below).

When Should I Use Group Mentoring?

MentorcliQ regularly fields questions about group mentoring, specifically because most companies see a large imbalance between their mentor and mentee pools. That imbalance is the most common reason for using group mentoring, but it’s not the only one.

Outside of that, group mentoring tends to be useful in the following situations:

1. Diverse learning and networking opportunities: You may find value in group mentoring as an employee networking and DEI strategy. Instead of focusing on mentees all aligned on the same personal or professional goal, the mentoring arrangement can be made to help employees expand their personal and professional networks outside of their functions.
2. Skill development for specific cohorts: When a group of employees needs to develop specific skills or knowledge areas, group mentoring can efficiently address these collective needs. For instance, a group mentoring program could be designed for emerging leaders, new hires, or employees transitioning to new roles or technologies. This does not need to be tied to mentor capacities but for the sake of efficiently upskilling groups at once with an experienced mentor at the lead.
3. Fostering company culture: Group mentoring can serve as a way to efficiently develop company culture, especially for new hires. You can select “internal brand ambassadors” who can serve as mentors and help new hires understand, learn, and adopt your brand and culture in a group setting.
4. Leadership and facilitation skill development for mentors: Serving as a mentor in a group setting can help develop or enhance leadership and facilitation skills. Mentors learn to manage group dynamics, facilitate discussions, and ensure that all voices are heard, which can be beneficial in their professional growth.
5. Promoting knowledge sharing across different levels and functions: Group mentoring can break down silos within an organization by bringing together individuals from different departments, levels, and backgrounds. This cross-pollination of ideas and experiences can lead to innovative solutions and a more cohesive organizational culture.

What Does Online Group Mentoring Look Like?

Mentoring groups are a unique take on the traditional view of mentoring; instead of just one mentee working with one mentor, a group can have several mentees working with one or two mentors (or any variation of this).

These group leaders are typically the mentors who are the experts on whatever topic the group is meeting to discuss (although sometimes these groups might be led and facilitated by mentoring program administrators). Without the dedication and clear vision of these mentors and leaders, mentoring groups can flounder.

A balance needs to be struck between these scientific and artistic components to help ensure that there is a learning focus that drives the conversation and engages the participants.

• Too little structure can quickly lead to participants concluding that the group lacks focus and value.
• Too many heavy-handed demands and participants may feel like they’re back in school.

Every group leader needs to be able to identify an approach and style that will work for them and the participants. While there is no one universal approach that will guarantee success in all instances, here are four tips that group leaders can follow to help ensure the right balance is struck.

4 Tips for Successful Group Mentoring in Virtual Spaces

A successful group mentoring approach will take into account all of the following:

• Learning goals: What is the intended outcome (both short- and long-term goals) of the group mentoring program?
• Leadership: How will the mentor organize and lead the group toward successfully achieving those goals?
• Encouragement: How will the mentor encourage both growth and acknowledge the struggles of mentees?
• Presence: Even if you’re not constantly leading the discussion, mentors need to be present to provide effective program support. It may be a mentoring group, but mentees should not be left to grow alone!

Let’s break these topics down into further detail.

1. Create a curriculum and then be willing to adjust it

While you don’t want to create a college-like reading list of several hundred pages a week, having a plan for some resources that you would like participants to review and thought-provoking questions that can be posed as conversation starters is a good way to get started.

My advice is to put together a preliminary plan for posting a new resource and/or question every week. For example, in week 1, post a classic whitepaper about the topic at hand, with a question or two for people to respond to after reviewing it. Then, in week 2, post a recent article on a related topic (Google News is a great place to look for those) and challenge participants to come up with at least one action for how they are going to implement a change in the way they do things. This is the science part.

Then, based on how the conversation goes and how engaged the participants are, be willing to modify your curriculum to fit the needs of the group. This is the art component.

In fact, if you do a good job modeling how to start a conversation and encourage participants to bring their own resources and questions, you may find that participants will take a more active role in uncovering additional topics for discussion. If this happens, consider it a success—it means that you did a great job of getting your group to take ownership of their own learning.

2. Bring some normalcy to the equation

The leader of an online mentoring group assumes some responsibility for starting and maintaining the conversation and learning that occurs via the mentoring software. As mentioned above, a little bit of upfront preparation in creating a curriculum can go a long way, but a curriculum alone won’t guarantee success.

As the leader, it is up to you to set the tone for how the group will communicate. Don’t be afraid to set expectations for your group. In fact, one of the first activities you can engage your group in is the development of and commitment to group norms. 

When a group agrees on expectations for behavior, the group’s overall engagement and the likelihood of abiding by those norms increases. Consider these sample norms to help you get started (and ask the group to contribute their ideas around additional norms):

• We will treat one another with dignity and respect.
• We will make sure that everyone has a chance to be heard.
• We will support our facilitator’s/mentor’s efforts to moderate discussions.
• We will trust one another and have confidence that issues discussed in confidence will be kept confidential.
• We will actively participate and share information or knowledge that we possess.
• We will ask questions when something is unclear.
• We will practice humility and understand that each of us may not have all the answers.
• We will follow through on our commitments and be accountable to the rest of the group.
• We will avoid humor, language, and imagery that might be offensive to others.

By setting the group norms early, you can establish the right mindset with your mentees and focus your time on guiding their growth and learning.

3. Pay attention to the psyche

We have all been in situations where we have been recognized for making a positive contribution, and we have likely also felt what it is like to have our input largely ignored. Which one of those situations feels better and would increase the likelihood that we stay engaged and contribute more in the future?

Obviously, that is a rhetorical question, but it is surprising how quickly we can forget to pay attention to the need for recognition and encouragement among group members. Even the most confident of group participants will feel bolstered by praise and kind words provided by other participants.

Follow best-practice advice

It is the hope of every group leader that their group will intuitively understand the value of positive reinforcement and take it upon themselves to provide such kudos. However, sometimes the group leader needs to model this behavior before it becomes the norm.

This is another instance where a balance needs to be struck. It is not recommended that you provide effusive praise for every contribution made because doing so will likely come across as disingenuous. Instead, be selective and highlight those contributions that truly add to the quality of the discussion so that praise does not lose its value by becoming watered down. When done well, most groups will adopt the style set by the leader and begin to positively recognize one another as well.

4. Don’t be an absentee landlord

As the mentoring group leader, it is important that you monitor the conversation. To be clear, monitoring doesn’t normally mean policing (unless you have unruly participants who need to be reminded of appropriateness and proper etiquette). Rather, it means paying a little bit of attention to make sure the conversation continues to flow. 

For example, if a group participant asks a good question that nobody is answering, a quick prompt to encourage others to answer, or even an initial response from you that is concluded with a “What does everyone else think?” follow-on question, could be enough to get the conversation going.

Focus on structure and consistency

If you find that the conversation is waning, lean on the curriculum that you established at the onset. If you need to use some of the resources that you identified sooner than you originally thought to get the conversation moving, don’t be afraid to do so, assuming that doing so does not negatively impact the bigger picture of what you are trying to accomplish with the group.

You should make it a point to check in with the group with regularity. Many leaders create a routine to log in once a day for 5-10 minutes to quickly check and see if anything needs to be addressed (e.g., as a “first thing in the morning” type of activity). This mild rigor (science) can assist you in being more artful in responding to what you see. It also ensures that the group doesn’t become disengaged through lack of interaction and activity.

Apply art and science to streamline mentoring connections

It’s important that you recognize that leading online mentoring groups takes a bit of both art and science.

The art: Finding your own balance of art and science that fits the group’s dynamic. This approach will help to ensure that participants emerge from the group experience with new understandings that will positively impact them both personally and professionally. And your job as a group leader will be successfully completed.

The science: Virtual mentoring tools that help match participants into mentoring groups, track participation and determine effective ROI.

Consequently, thanks to a large library of training materials, an active professional mentoring community, and top-rated software, MentorcliQ helps you learn the art even as you deploy the science.

Ready to get started? Get tips on designing a mentoring program from MentorcliQ.