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Although there may be a broad recognition that mentorship is important for professional success, less is known regarding the structural circumstances that foster professionally beneficial mentoring relationships. Using qualitative data (interviews) of 137 first-generation and working-class (FGWC) sociologists, this paper examines the micro-level processes and organizational characteristics that enabled FGWC faculty to establish what they perceived as differentially effective mentoring relationships while in graduate school. We find that while FGWC sociologists acknowledge mentorship any time anyone says or does something that can be considered helpful, sociologists employed in elite academic programs mean more direct, purposive, network-building activities when they discuss mentorship. We urge a more careful description and application of mentorship in our discipline if we are serious about making interventions that help all of our members thrive.