Our story

The global standard in leadership mentoring

Mentoring is one of the world’s oldest leadership traditions. For centuries, those carrying responsibility have sought the counsel of people who have already walked the path – not for instruction, but for perspective, judgement and wisdom shaped by experience.

Today, as leadership becomes more complex and more exposed, that need has never been greater.

Global Mentors Group was created to meet this moment.

Born of a long-held belief in the power of mentoring, we provide senior leaders with access to experienced peers in a confidential, unconflicted space.

As leaders rise, finding the right support becomes harder. Few people truly understand the pressures at the top. That is why we have built a world-class community of more than 200 senior business leaders. Over half have served as Chairs or CEOs of global organisations. They mentor through experience, insight, and deep engagement. There is no other community like it in the world.

Mentoring makes a measurable difference. For more than two decades, senior leaders have turned to our mentors for perspective, clarity and sound judgement. Evidence consistently shows the positive impact of mentoring on leadership effectiveness.

Guided by that knowledge, we support leaders as they move from good to great – and help them sustain excellence with the insight and clarity required for lasting transformation.

Our story

Built to support leaders and organisations

Global Mentors Group brings together several established mentoring businesses into one global organisation providing access to a broader and more diverse community of mentors, while working through a single trusted relationship.

We support Chairs, CEOs, senior executives, leadership teams and boards allowing organisations to develop leaders across multiple levels through one mentoring partner.

We work closely with organisations over time, enabling us to understand their leadership challenges in depth and match mentors whose experience is most relevant to each situation.

Great leaders rarely seek mentoring only for themselves. They want their organisations to thrive and the next generation of leaders to succeed.

Global Mentors Group exists to help them do exactly that.

“Today’s leaders are required to be adaptable and focused, to anticipate risk and to continuously learn and develop. The expertise and experience of our Mentors has never been more valuable for Senior Executives providing insight and perspectives.”

Sir Roger Carr,  Chair, Global Mentors Group

The mentoring process has provided me with important perspectives and above all an inner calmness and clarity to do what I think is right.

Jakob Stausholm,

CEO, Rio Tinto

We held a series of team workshops when I was CEO at OneWeb to support us as an executive team as we planned and then lead the organisation effectively through the sale to Eutelsat. I am certain without this intervention the transition would have been incredibly difficult. I know that the focused team sessions will ensure we as a leadership team maintain alignment as we blend the best of the old with the new to bring about this transformation and growth

Neil Masterson,

CEO, Vialto

My mentoring experience stands out as the most impactful executive development I have ever encountered. I have matured and turned a corner in understanding myself and how to be successful in global organisations.

Senior Vice President,

Global Real Estate

There are very few places where a sitting CEO can speak openly, think clearly and be truly challenged in total confidence. Mentoring creates that place – and it does so with a level of integrity, insight and discretion that is unmatched. It is tailored directly to the realities of senior leadership – not in theory, but in practice. The mentoring is sharp, grounded and consistently focused on what really matters. For me, it has been a critical source of clarity during moments of pressure, complexity and change.

Sean Doyle,

CEO, British Airways

It was hugely helpful to engage with structured learning like this on how one can chair a Board. I had thought I was learning enough by observing the Chairs of my Boards was enough until I became a Chair. People said out loud in these sessions about issues that I was wrangling with in my first 3-6 months of taking up my role.

FTSE100 Chair

Access to an unmatched roster of top-tier Mentors

Our unrivalled global roster of board chairs and CEOs offers the seasoned wisdom of proven world-class leaders. Explore this rich array of talent and connect with us to begin a mentoring journey shaped around your leadership context.

Meet the Mentors