Working with a mentor is a classic recipe for success in business. But the traditional mentoring relationship just doesn’t work anymore.

Typically, you choose a single senior colleague—or get assigned to one—who can show you the ropes and open the right doors. But the world of work has gotten too complicated for one person to provide all the guidance and opportunities you need to manage challenges and prepare for the future.

Consider this: How can one teacher know enough to help you keep up with rapidly changing technology, as well as navigate the challenges of globalization, a multicultural work force and team-based decision making? Even people who have served as mentors often need help staying abreast of all these changes.

A better approach is to create and cultivate a developmental network—a small group of people to whom you can turn for regular mentoring support and who have a genuine interest in your learning and development. Think of it as your personal board of directors.

The composition of the group depends on where you are in your career and what you’re looking for. If you’re just getting started, you could certainly turn to your boss or assigned mentor for help. But you should also look further, seeking out peers to get feedback on areas where you need to improve, such as public speaking or working in teams.

At midcareer, you might look to other managers and people outside the organization; someone you know from a professional association might have insight on new ideas in your industry, for instance. Senior managers might get coaching from peers on the next steps to take in their career, from family members on achieving a better balance in their lives, and even from juniors who have crucial technical expertise