Learn how to set up a reverse mentoring program that drives real change. Strategic advice, examples, and templates — just what works.
Reverse mentoring can be a powerful tool for bridging generational gaps, improving digital fluency, and driving cultural change - but only if it’s done right. Too many programs fail because they overlook readiness, structure, and psychological safety.
This article offers a practical, best-practice roadmap for designing a reverse mentoring initiative that builds trust, promotes mutual learning, and avoids common pitfalls like tokenism or power imbalance.
Want the short version? Here’s how to set up a reverse mentoring program that actually works:
A reverse mentoring program flips the traditional mentoring model. Instead of senior leaders guiding younger staff, junior employees become mentors — sharing knowledge on technology, culture, identity, and lived experience.
It’s designed to challenge power dynamics and create authentic two-way learning.
Traditional mentoring is top-down: senior leaders share wisdom, junior staff listen.
Reverse mentoring reverses that — giving younger or less-tenured employees the platform to guide conversations and help senior leaders uncover blind spots.
Reverse mentoring can:
Most reverse mentoring initiatives die out after a few awkward sessions. Here’s why:
If any of these apply, don’t launch yet.
Do a needs assessment. Are your leaders ready to listen? Do junior staff feel safe to speak honestly?
If your culture can’t support vulnerability, reverse mentoring will backfire.
This is non-negotiable. Your executive team must visibly support the program, not just participate. If they’re not role-modelling openness, the rest of the org won’t follow.
Don’t run reverse mentoring in isolation. Align it to your digital transformation, DEI roadmap, or succession planning strategy.
Explore mentoring best practices to assess organisational readiness and build the right foundations
No one grows from forced mentoring. Let people opt in, and make the purpose clear from the start. Be clear on benefits - what will both mentees and mentors get out of participating?
Give both mentors and mentees structured guides that cover:
Formalise the relationship using a mentoring agreement that sets expectations clearly.
This is essential. Joint training should cover:
Don’t assume every Gen Z staff member wants to explain social media. Don’t assume every CALD staff member wants to educate cultural inclusion or represent diversity on behalf of their entire community. Ask both sides to opt in. Match people based on shared learning objectives — and use mentoring software like Brancher to do it fast and fairly.
Use these short-term mentoring goal examples to guide the conversation.
While reverse mentoring is powerful, a strictly one-directional format can reinforce power dynamics or place an unfair burden on junior staff - especially those from minority backgrounds. One way to reduce this risk and foster more equitable learning is to evolve your program into two-way mentoring.
What’s two-way mentoring?
It’s a format where both mentor and mentee come into the relationship as learners and contributors. The junior employee might lead on topics like digital trends, cultural fluency, or lived experience - while the senior leader shares their insight on navigating complexity, decision-making, or strategic thinking.
Why this matters:
How to do it well:
When not to make it two-way:
If your goal is targeted education on a specific leadership blind spot (e.g. race, gender, tech), one-way mentoring can be effective if structured properly with emotional safety in place. Just be aware that the emotional labour needs to be acknowledged and supported.
Done right, two-way mentoring strengthens trust, reduces bias, and fosters a culture where learning flows in every direction — not just up or down.
Step 1: Pilot First: Start with a small group in a department that already has a feedback culture. Learn, iterate, and then scale.
Step 2: Acknowledge and support emotional labour: If the junior mentor is expected to share lived experience (e.g. around identity, exclusion, bias), make sure there is:
Reverse mentoring should never feel extractive. When emotional labour is acknowledged and supported, trust grows - and learning becomes transformational, not transactional.
Step 3: Use Templates and Prompts: Help participants avoid awkward starts. Provide structured templates like:
Step 4: Check In Regularly: Run midpoint check-ins, offer support, and adapt based on feedback.
Help your participants adopt the mindsets that make reverse mentoring effective.
Step 5: Track Impact, Not Just Attendance: Go beyond tracking participation. Measure:
Use this evaluation framework to measure what success really looks like
GE was one of the early pioneers of reverse mentoring. CEO Jack Welch matched senior execs with junior staff to learn about the internet — and it helped GE stay competitive during the dot-com era.
“My generation grew up with authority and hierarchy. These young people challenged that — and changed how we lead.” – Jack Welch (via Fortune)
Mastercard’s reverse mentoring program focuses on inclusion and leadership accountability. They’ve reported improved retention among diverse talent and better leadership understanding of inclusion issues.
Source: Harvard Business Review
BHP’s internal mentoring pilots have included reverse mentoring around Indigenous perspectives and sustainability. These programs contributed to more culturally aware leadership behaviours and better stakeholder engagement.
[Inference: Based on BHP public reporting and DEI initiatives.]
If you want your reverse mentoring program to work, structure it like a strategic initiative. Invest in training. Prioritise trust. Use tools that reduce admin friction.
Platforms like Brancher make it easy to match participants, deliver training, and measure outcomes - all without spreadsheets or guesswork.
That’s how you set up a reverse mentoring program that actually works with clarity, integrity, structure, and follow-through.
Compare the top mentoring platforms designed for programs like reverse mentoring.
Inclusive leadership, emerging tech, identity, social impact, and generational expectations are common themes. Use structured prompts to guide conversations.
3–6 months is ideal, longer if it is two-way. Monthly sessions allow time to build trust and show measurable change.
Start with clear boundaries, mutual confidentiality, and training. Ongoing support and midpoint check-ins help maintain trust.
Visible programs drive culture change. However, anonymous pilots may be safer in low-trust environments. Choose based on organisational readiness.
Absolutely. Many programs are virtual using platforms like Brancher. It increases flexibility and cross-location matching.