Mentoring & Reverse Mentoring
«What surprised me was how quickly trust developed, how many similarities we discovered, and how much we could learn from each other.»
Many organisations run mentoring programmes in which experienced colleagues support those who are earlier in their careers - sharing knowledge, perspectives and practical advice. What these programmes don't do: they don't change the fact that in most companies, perspectives are missing when the big strategic decisions are made - because those decisions are discussed in fairly homogeneous groups, where other points of view simply aren't in the room. This is where reverse mentoring comes in. It builds on the same idea as classic mentoring - and swaps the roles: people who usually have less influence day to day - younger employees, say, or people from underrepresented groups - become mentors to leaders. Leaders become mentees, with a clear agreement: every question may be asked, and none has to be answered. Reverse mentoring creates space for the important conversations about experiences, perceptions and questions that we should be having more often, but that usually remain invisible in everyday work.
What participants take away
«At the beginning, I was nervous. I thought it would be difficult to connect, to go beyond superficial conversations, and I wondered whether I could add value to a senior manager. Now, I know that meaningful conversations can happen across hierarchy, that I can contribute something with my perspective, and that people are much more than their title.» Mentors gain visibility, access to senior leaders and, above all, the experience that their perspective matters. On top of that, they have a real reason to deepen their skills in communication, questioning techniques, giving feedback and setting boundaries - and to put what they learn into practice straight away. The skills they develop will stay with them throughout their careers.
«I expected interesting discussions about different generations and ways of working. Instead, I found conversations that went much deeper than that. What surprised me was how quickly trust developed, how many similarities we discovered, and how much we could learn from each other. Along the way, some assumptions were challenged, new perspectives emerged, and I felt seen as a person rather than as a title.» Leaders gain insights they would otherwise rarely reach - more reflection in their day-to-day leadership, more conscious communication, a more nuanced view of the organisation and how decisions are made. They also develop a quality of conversation that proves valuable far beyond reverse mentoring - in leadership, decision-making and many other professional situations.
Facilitation & Implementation
To create a safe space where deep, meaningful conversations across hierarchy, generations and lived experience can take place, organisations need to: • already have a sufficient level of psychological safety in place before the programme begins • ensure the entire process is carefully planned and professionally facilitated When both are in place, Reverse Mentoring programmes are, in my experience, a truly enriching, thought-provoking and fun experience for everyone involved.
Programme Structure
Kick-off: objectives and programme overview Preparation workshops in separate groups Regular check-ins for mentors and mentees, complemented by short online pulse surveys Official closing with the whole group Optional: Peer Groups for mentors
Workbook & Toolbox
A workbook tailored to the group accompanies the entire mentoring journey, with worksheets to prepare, facilitate and reflect on each session, complemented by a curated toolbox of methods and best practices for leading conversations.
Been curious about (reverse) mentoring for a while? Let's talk.
When Dalia Vallejo, our Global Talent and Development Manager, first introduced the idea of Reverse Mentoring, I must admit I was not entirely convinced. Like many leaders, I questioned whether we would find the time and whether the impact would justify the effort. Looking back, I am very glad we did. What I discovered was not simply a mentoring program, but a rare opportunity to have honest conversations that normally would not happen. Conversations across generations, experiences and perspectives. Through these exchanges, I gained a deeper understanding of how younger talents see their careers, leadership and the future of work. At the same time, I was reminded that leadership is not only about sharing experience, it is also about staying curious enough to keep learning. What makes me happiest is that my experience was not unique. Across the program, participants consistently spoke about trust, openness, authentic conversations and seeing beyond hierarchy and job titles. I believe this pilot has proven something important: when we intentionally create space for meaningful dialogue, people do not just understand each other better, they work better together. I am proud of what we have started and excited about what we can continue building from here.
Michele Taraschi, EMBA, Group Director Human Resources, Stahl Holdings B.V.
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