Reverse mentoring explained: how to set up a program

Reverse mentoring is a program where a junior employee mentors a senior leader, so the leader learns things the junior person knows well. The usual topics are new technology, social media and how younger colleagues see the workplace. The leader still has more experience overall. The point is that both sides teach and both sides learn.

This guide explains how the idea works, what each side can gain and how to run a simple six month program.

Sources: Wikipedia, "Reverse mentoring" (general definition). The framing in this guide is the editors' own.

What reverse mentoring is

In ordinary mentoring, an experienced person guides someone newer. Reverse mentoring flips the direction. A newer or younger employee shares skills and views with a senior colleague.

The skill gap can be about technology. It can also be about how a new generation thinks about work, feedback and careers. A senior leader who rarely uses a tool or platform can learn it from someone who uses it every day.

Good programs are not one-way lectures. The senior person still shares judgment, context and access. The pair swaps knowledge, and that trade is what builds trust.

Sources: Wikipedia, "Reverse mentoring"; Jennifer Jordan and Michael Sorell, "Why Reverse Mentoring Works and How to Do It Right," Harvard Business Review, October 3, 2019.

Why companies try it

Some firms use reverse mentoring to keep younger staff. In one example from Harvard Business Review, the head of a financial services firm worried that young people showed little interest in the industry. Those who joined also left at higher rates than their older colleagues. A reverse mentoring program was one way to address that problem.

A second reason is learning. Senior leaders make big decisions, often about tools and customers they do not use themselves. Regular talks with a junior colleague give them a direct view.

A third reason is voice. Junior employees often have ideas but few chances to share them with executives. A pairing gives them a safe, scheduled place to speak.

Sources: Jennifer Jordan and Michael Sorell, "Why Reverse Mentoring Works and How to Do It Right," Harvard Business Review, October 3, 2019. The third reason is the editors' practical view.

What each side gains

The junior person can gain a view of how leaders think. They can practice speaking to senior people. They can also build a relationship that may help later in their career.

The senior leader can gain skills and fresh information. They may also learn what daily work feels like for newer staff. That can show problems that never reach the top by normal reporting.

The company can gain better links between levels of the team. People who would never meet start to talk. These are possible benefits, not promises. Results depend on how well the program is run.

Sources: Editors' practical suggestions, based on common program design. Benefits are possible, not guaranteed.

A simple six month format

Keep the design small. A short plan is easier to run and easier to judge.

• Month 1, set up. Pick a program owner. Write a one page goal. Choose six to ten pairs. Give each pair a short guide.
• Month 2, match and meet. Pair people from different teams, not reporting lines. Hold a first meeting where each person shares what they want to learn.
• Months 3 to 5, meet monthly. Meet for 45 to 60 minutes. The junior partner picks a topic, such as a tool or a trend. The senior partner shares one lesson from their own work.
• Month 6, review. Ask each person what they learned. Collect short written feedback. Decide whether to continue, change or stop.

Hold a short check-in with the owner after the second meeting. If a pair is stuck, change the match. A poor match is a design problem, not a personal failure.

Sources: The six month format is the editors' own suggestion, not a standard from a published study.

Common mistakes to avoid

The first mistake is choosing pairs where the junior person reports to the senior one. The junior person may then hold back honest views. Pair across teams where you can.

The second mistake is skipping preparation. Junior mentors need a clear idea of what they are sharing. Senior mentees need to know that listening is the job. Spend an hour at the start to set this up.

The third mistake is making it only a technology class. If the sessions turn into help desk visits, the relationship stays shallow. Mix practical skills with open questions about work and culture.

The fourth mistake is no follow up. Without a review, a program fades. Ask for feedback and share what changed because of it.

Sources: Editors' practical suggestions, based on common program design.

How to start this month

Pick one senior leader who is keen to learn and one junior colleague who is keen to share. Ask them to meet three times. After the third meeting, ask both what they gained.

If the answers are positive, add more pairs. If not, change the format. Either way, you will have learned something real from a small, low cost test.

Sources: Editors' practical suggestions.

Sources

• Jennifer Jordan and Michael Sorell, "Why Reverse Mentoring Works and How to Do It Right," Harvard Business Review, October 3, 2019.
• Wikipedia, "Reverse mentoring," https://en.wikipedia.org/wiki/Reverse_mentoring.