The concept of reverse mentoring rejects the assumption that mentorship should be provided by seniors to juniors and instead advocates for the opposite. In reverse mentorship, the seniors are mentored by the juniors or newcomers. Reverse mentoring is based on the notion that no matter how much experience a person has, there is always more to learn. We may all gain from understanding others’ various viewpoints. In the late 1990s, Jack Welch, the CEO of General Electric, formalized the concept. He was inspired by his global consumer finance CEO when he saw him learning the significance of the internet from the younger employees.

Mentorship can be simply defined as “showing the way”. This definitive description of mentorship assumes that by default it is offered by the seniors/old to the young, because for one to show the way, you need to know it, and the way to know it is to go through it. Reverse mentorship upholds the definition of showing the way but disagrees with the idea of the seniors doing it.

Some places where this can be applied include but are not limited to;

1. When a senior employee is absorbed in the business, his juniors can be able to teach him the business culture and operations.
2. In most cases, the juniors will outdo the seniors in concepts such as digital marketing and new technology operations. This serves as a great place for the juniors to update the senior staff on important digital tools.
3. Technical skills: With the trends and emerging issues, some skills, such as programming, are updated regularly. Senior employees will have little time to learn these new skills that are vital in the market, and the juniors can bring them up to speed with skills.

Benefits of reverse mentorship

1. Improvement of digital skills

It can be challenging to stay up with technology changes and skill sets in the quick-paced modern world we live in. Even the most technologically adept workers in the field, software engineers, nevertheless need a lot of reading, training, and mentoring to stay current with new technology. Learning about social networking, cloud computing, and other contemporary digital skills might be overwhelming for someone from an older generation.

The graduates who are currently entering the workforce are members of Gen Z, the first generation to have grown up with cutting-edge digital technology. Reverse mentoring is a popular and successful strategy to improve older employees’ digital abilities as opposed to enrolling senior colleagues in training programs, which typically receive relatively poor interest. Reverse mentorship of this kind also promotes diversity by combating ageism and boosting self-assurance when bringing up digital issues at work.

2. Leadeship development

Reverse mentoring is a very efficient method for helping younger workers build their leadership abilities. Giving recent grads and new hires the additional responsibility of mentoring gives them a platform to improve their communication skills, practice empathy, learn the skill of asking smart questions, and generally become more self-aware — all of which are essential traits of a strong leader.

Naturally, as they develop their relationship, the mentor will also be learning a lot from their mentee. They can serve as a role model who can raise their aspirations for leadership inside the organization if they are mentoring a senior individual with extensive experience in the industry. Therefore, implementing a reverse mentoring program to create future leaders can also have a favorable effect on retention.

3. Fostering intergenerational relationships

According to a 2020 study from the Journal of Organizational Change Management, reverse mentorship programs improve understanding and respect amongst workers of different ages, which is a crucial component of any effective team,

People from diverse age groups have the chance to get to know one another as people, not simply as coworkers, when they regularly work together. These contacts, in turn increase employee engagement and satisfaction.

4. Enhanced employee retention

According to a Forbes survey, employees who participate in mentorship programs have retention rates that are 70% on average, compared to 46% for those who do not. According to another study by the Association for Talent Development, organizations that adopt thorough, formal mentoring programs can increase retention rates by as much as 50%.

Employees who did have a mentor were twice as likely to remain with their employer for more than five years, according to the same survey. In conclusion, employees are more likely to remain with startups when companies provide them reverse mentorship programs designed to foster both personal and professional growth. That indicates that your startup has a solid team acting as a foundation to enable scaling

5. Increasing inclusion and diversity.

A workplace that values everyone equally is considered inclusive. Where diverse decision-making groups are present and advancement possibilities are open to everybody. While role models are crucial in the workplace, it can be difficult for members of minority groups to aspire to leadership when they do not see anyone who looks like them in those roles.

When leadership is not directly exposed to the experiences of some employees, it may be challenging for them to properly comprehend and recognize the structural and cultural hurdles that affect them within the company.

Reverse mentorship can be incredibly useful in this situation. In order to successfully share viewpoints, learn from one another, and work toward a more inclusive workplace culture, senior management mentees and mentors from underrepresented groups are paired together.

What to do for a successful reverse mentorship program?

1.Use the traditional formula

Reverse mentorship is not a new road with a different terrain. The same concepts and stages used in the in the traditional mentorship will apply only with a twist to fit in the juniors. Have a comprehensive plan and describe how success will be measured and what it will entail. Instruction in how to approach and talk about difficult subjects, empathy, self-awareness, and what to do if the sessions are not going well will be necessary for both the mentor and the mentee.

2. Willingness to learn

Reverse mentoring only works when senior leaders are humble enough to put aside their sense of privilege and authority that comes with maturity and expertise in favor of the advantages, insights, and advice of someone younger.

The senior leader must search out and collaborate with a younger mentor with intention and conscious effort. The senior member must be willing to try new things, be open to new ideas, and be willing to learn from mistakes. The senior leader must be willing to support creativity and foster an environment that is conducive to learning.