Reverse-mentoring can transform several aspects of your work-place culture; it can encourage diversity, boost the productivity and efficiency of your workforce and add value by broadening your demographic, retaining talent and upskilling a generation.
But, how can you get your board and your leadership team to agree it’s a great idea?
We interviewed Adrian Edwards, Managing Partner of EY to ask him how you can build a case for change. This is the advice he offered companies looking to implement Reverse-Mentoring:
“You need to get your boards and your c-suite to role model the scheme as something that the organisation values and how it is a valuable use of time. You can’t publicly mandate it and not then support it and champion it.
“Our scheme was about women mentoring men but it’s also about the different generations, different lenses of diversity and when you have senior women it’s equally as important that they have mentors too.
“What is vital, is making sure that the mentors have some training and a network that gives them the confidence to be effective mentors. I also think it was very helpful as a group of mentees to discuss our experiences as a collective, we could raise systemic issues such as learning styles and how to apply flexible working. This in turn created a policy group and allowed us a company to highlight things that we needed to tackle.”
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