Senior leadership · Leadership briefing · 25 min

Reverse mentoring: senior leadership briefing

A short guide to getting ready to learn from a younger colleague.

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What is reverse mentoring?

  • A younger employee mentors a senior leader
  • Purpose: see what you can't see from your level
  • Mutual learning, not a one-way lesson
  • Built on voluntary participation and confidentiality
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Not a new idea

Company What happened?
GE In the late 1990s, executives learned the internet
Pershing 96% retention in the first group of young mentors
Estée Lauder An internal knowledge-sharing platform was born
The Hartford 97% of mentees found the program effective

Source: Jordan and Sorell, HBR 2019; ATD, 2013.

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Who gains what?

Party Gain
You Digital skills, young customers' view, frontline issues
Young mentor Confidence giving feedback upward
Organization Retention, culture, new processes

At The Hartford, 11 of 12 young mentors were promoted within a year (ATD, 2013).

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How do you choose your topic?

"Looking from your level, what do you think you can't see?"

The first session opens with this question; the topic comes from a real need of yours.

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Common topics

  • AI, digital tools and data
  • Expectations of young customers and employees
  • Flexible work and feedback habits
  • Inclusion: the experience of different employees
  • Frontline problems that never reach the top

Relationships focused only on a knowledge gap burn out within months (Browne and Gannon, 2021).

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How is your pair set up?

  1. Young mentors volunteer; they aren't assigned
  2. No one from your reporting line is chosen
  3. Differences in unit, region and personality are used deliberately
  4. The mentor's view is asked before matching
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Power distance in Türkiye

  • Türkiye scores 66 on power distance, in the high group (Hofstede)
  • Junior staff find it hard to push back on seniors
  • Risk: the mentor stays quiet, the relationship stays formal
  • Even so, young mentors' feedback confidence can grow

Raju et al., BMJ Open 2022: no participant reported harm to their relationship.

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Build psychological safety with structure

Rule In practice
Confidentiality Nothing discussed goes into evaluations
Venue First sessions in a neutral space
Address How to address each other is agreed up front
Preparation The young mentor gets brief training
Tracking The program only tracks whether sessions happen
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Your commitments

  1. Don't cancel: sessions are fixed in the calendar
  2. Go first: say openly where you fall short
  3. Listen first: ask questions before defending
  4. Try things: one step from every session

The main reason programs fail is executives postponing (Jordan and Sorell, 2019).

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Structure and timeline

Element Framework
Length 6–9 months
Frequency 1–2 sessions a month, 45–60 min
Start Separate briefings, then a joint kickoff
Checkpoint Short survey at month 3
Close Lessons learned and one applied example
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How a session flows

  1. Opening (5 min): what you tried and how it went
  2. Topic (30–40 min): the mentor brings examples or data
  3. Reverse question (5–10 min): you share your experience
  4. Close (5 min): one step you'll try

The mentor prepares the agenda; your need sets the topic.

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Traps to avoid

  • Postponing or cutting sessions short
  • Reducing the young mentor to "tech support"
  • Turning the program into a PR exercise
  • Not recognizing the young mentor's contribution
  • Staying silent when confidentiality is breached
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How will we measure success?

Party Indicator
You Behavior change in the chosen topic
Young mentor Feedback confidence, retention
Organization Resulting policy and process changes

The same survey at start and close; one concrete story from every pair.

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Sources

  • Jordan and Sorell, HBR, 2019 — reverse mentoring cases
  • Ellis, ATD TD Magazine, 2013 — The Hartford case
  • Browne and Gannon, Coaching at Work, 2021 — power dynamics
  • Raju et al., BMJ Open, 2022 — hierarchy concerns
  • Penn State World Campus — Türkiye's power distance score
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Ready to learn?

Fix your first session date in your calendar today.

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