Much like traditional dyadic mentoring experiences, group mentorship has been practiced since time immemorial. Benjamin Franklin, for example, as a young entrepreneur created the Leather Apron Club, a group mentoring experience for a select group of Philadelphia tradesmen. Since the late 1990s, when group mentoring became a serious focus of academic research, scholarship has focused primarily on the rationale for group mentoring and has explored the outcomes. As a community of scholars and practitioners, we have yet to fully explore or explain what we mean by "group" mentoring. In this article, I bring attention to, establish a foundation, and set appropriate parameters for "group" mentorship.