A single-leader mentoring circle is one of the easiest setups to achieve, with one person acting as a group’s mentor, offering support and guidance to the four to six members of her circle. It allows an organization to get the most out of the time and skills of all of its available mentors. This minimizes the risk of personality conflicts – a downside of one-on-one mentoring. Each member of the circle can contribute ideas, but the task of coaching lies primarily in the leader. Though an efficient system, it can take a hefty emotional or physical toll on the mentor if the proper support structures are not put in place early on.
A mixed-level mentoring circle does away with grouping specific mentors with a specific group. It offers a less restrictive relationship, with all mentors having accountability for all workers. One advantage is that a mentee in need of immediate counsel can approach any of the available coaches – she doesn’t have to wait until a specific mentor has time to address the issue. It also broadens everyone’s horizon, exposing them to different personalities, skills and needs. It not only increases access, but also the probability of finding a smart solution to problems. An optimal size for a mixed-level mentoring circle is eight to 12 participants – ideally a mix of employees and managers.
Peer mentoring can serve as the support structure for coaches of single-leader mentoring circles, or as the mentoring setup for the entire organization. In peer mentoring, no one person acts as the group’s mentor – instead, everyone contributes their knowledge, strengths and skills for the betterment of each member. These groups are frequently less formal than single-leader and mixed-level mentoring circles. Casual get-togethers – such as movie or theater nights, ice skating and bowling – are encouraged in peer mentoring. Person-to-person relationships are emphasized over the mentor-to-protégé relationship.
Rather than being a desirable permanent alternative to one-on-one or group mentoring, e-mentoring only increases the scope to cover people who are temporarily unable to interact with the mentor or group in person. It prevents time or distance constraints from being a hindrance to the process, but it is rarely advisable for long runs. An employer will need both a mentor as well as a mentor coordinator, who monitors and controls (when necessary) the communication content. Even in e-mentoring, an occasional face-to-face meeting is still an important requirement.