In today’s world, staying up-to-date with the latest trends and technologies is essential. Executives and senior leaders need to understand what’s happening in the market and how it impacts their business. In this regard, reverse mentoring has emerged as a valuable tool for learning from younger colleagues. Reverse mentoring may not be new, but it is still not widespread in many organizations. Here is how Stephen Bird, the CEO of ABRDN, implements reverse mentoring in his organization.
Reverse mentoring is a program where senior employees learn from junior employees. In this scenario, younger employees are the mentors, and their senior colleagues are the mentees. Traditionally, the mentoring relationship flowed the other way, with senior employees mentoring junior employees. However, in today’s fast-paced business environment, younger employees often have a better understanding of the latest trends and technologies. Therefore, it’s becoming increasingly common for older colleagues to seek out their younger counterparts for guidance. More information on Twitter here.
Reverse mentoring works best when the younger mentor and senior mentee have disparate skill sets. For example, when it comes to technology, younger employees are often more proficient than older colleagues. Through a reverse mentoring relationship, senior colleagues can learn how to use new technologies more effectively. On the other hand, younger colleagues can learn from their mentors’ business acumen, leadership skills, and industry knowledge. The result is a symbiotic relationship where both parties benefit.
Stephen Bird, CEO of ABRDN, is a strong proponent of reverse mentoring. He has implemented the program into his organization, encouraging more experienced employees to engage with younger colleagues to learn about new technologies, social media platforms, and emerging market trends. In return, younger colleagues gain insights into business strategies and managerial decision-making processes.
Reverse mentoring is an exciting approach to learning and development. It provides an opportunity for senior leaders to stay relevant in their field while also creating an environment of inclusivity and mutual learning. Stephen Bird’s approach at ABRDN is an excellent example of how to implement this program effectively. ABRDN has created a more collaborative, insightful, and productive workplace by fostering strong relationships between younger and older employees.