Companies that run structured mentoring schemes report 96% retention of their junior mentors, showing that the best leaders are also the best learners. 

While mentoring is often imagined as a senior leader guiding someone more junior, there’s a growing recognition that knowledge doesn’t just flow from the top-down; it flows both ways.

That’s where reverse mentoring comes in.

Reverse mentoring pairs junior employees with senior leaders so that those at the top can learn directly from the perspectives of the people they lead. 

It’s not about role reversal, but about mutual growth. And when it’s done well, it reshapes culture from the inside out. 

What is reverse mentoring?

The concept of reverse mentoring first gained visibility in the late 1990s, when Jack Welch, then CEO of General Electric, encouraged his senior executives to be mentored by junior employees to help them understand new technologies and ways of working. 

Fast forward to today, and reverse mentoring is still used by organisations to bridge generational, cultural and experiential gaps.

At its core, reverse mentoring is really about curiosity and humility. Leaders gain first-hand insight into areas they might otherwise miss; from digital skills, to shifting workplace expectations, to challenges faced by underrepresented groups. In turn, junior employees benefit from direct exposure to leadership.

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The benefits of reverse mentoring

When done right, reverse mentoring drives impact across multiple areas:

• Inclusion and belonging: Today’s talent sees inclusion as a key factor in choosing an employer. Reverse mentoring gives leaders a direct line to perspectives they may not usually hear, and creates space for genuine understanding and change.
  
  
• Bridging generational gaps: By 2025, Millennials and Gen Z will make up nearly 60% of the workforce. Reverse mentoring helps leaders adapt to the values and expectations of younger employees, from flexible working to purpose-driven careers.
  
  
• Digital fluency: Over half of executives feel their organisation lacks digital skills. Reverse mentoring can close this gap, with younger employees often bringing fresh expertise in everything from emerging tools to new ways of working.
  
  
• Leadership growth: Leaders who engage in reverse mentoring report greater empathy, adaptability and cultural intelligence. These aren’t just “soft skills”,  they’re proven predictors of better team performance.

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How to get reverse mentoring right

The promise of reverse mentoring is huge – but only if it’s designed and implemented well. 

Too often, organisations treat it as a one-off initiative or a tick-box exercise. To succeed, programmes need a clear, intentional structure. 

Here’s how to set your programme up for real impact.

1. Set clear objectives

Reverse mentoring shouldn’t be “coffee chats with juniors.” Define what success looks like. Whether it’s building digital fluency, improving inclusion, or broadening leadership perspective. Make these goals explicit from the outset.

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2. Match with care

As with traditional mentoring, matching matters. It’s not just about pairing a senior leader with a younger employee; it’s about aligning skills, goals and perspectives. Left to chance, matches risk feeling tokenistic or awkward. Data-led matching can help ensure relationships are purposeful and impactful.

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3. Train and support both sides

Reverse mentoring requires vulnerability. Leaders need to be open to learning, while junior employees need confidence to share insights candidly. Providing training, ground rules and ongoing support ensures trust and psychological safety on both sides.

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4. Build accountability

Programmes succeed when there’s visible commitment from leadership. Embedding reverse mentoring into broader talent and inclusion strategies ensures it’s not a side project but a driver of culture change.

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5. Measure impact

Track outcomes all the way from retention and engagement scores to qualitative feedback. Organisations that measure and iterate see far greater long-term success than those that leave it informal.

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The real opportunity

Reverse mentoring is all about balance. When leaders open themselves to learn from those around them, organisations become steadily more adaptable.

And the payoff is big: better decision-making, stronger engagement, a pipeline of future-ready leaders and a culture where everyone feels heard.

But like all mentoring, the benefits only come when programmes are done well. It’s about going beyond ad-hoc pairings or “good intentions” to create systems that are fair and scalable.

Because reverse mentoring shouldn’t be a novelty. It should be a cornerstone of how organisations grow.

Curious how Thrive’s new coaching and mentoring features can help your organisation? Click here to find out more.

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