Reverse mentoring – the role of mentoring in bridging the generational gap

As the digital age is maturing there is a massive gap that has emerged and that is hindering organisations. It is common knowledge that the younger generation has more knowledge of the digital world, but that older executives have more experience in mobilising resources and leading organisations. To bridge this divide, reverse mentorship is emerging as a technique in which younger staff members play a structured role in driving innovation and leadership in an organisation through being the mentors and not necessarily the mentees (Chen, 2013).

This new paradigm asks the question on how to effectively structure a mentorship programme.

The options in terms of mentorship programmes are many with the most common approaches including:

• Traditional mentoring

• Reverse mentoring

• Reciprocal or Peer to peer mentoring

• Group mentoring

Mentoring in order to be effective has three primary objectives as adapted from Ofstein, Shah and Gnyawali (2011) that includes:

1. Legitimising and challenging what is being done through supporting character development and growth in the individual and their team;

2. Encouraging others to explore their scope in their existing role and making the most out of their current position, as well as looking to how to grow in the organisation; and

3. Transferring of knowledge and learning.

One of the interesting trends that is emerging from research is that emotional expression in mentorship is also becoming a lot more important with studies showing that a key expectations of mentees is to be able to find an outlet for otherwise unexpressed emotions about the organisation.

Mentorship is finding wide application in the space of technology, entrepreneurship, education and general management as an increasingly globalised world creates new challenges that are more complex and that require many more minds to work on solutions.

Offstein, Shah and Gnyawali (2011) that firms can fundamentally improve their value by the board taking a mentorship approach with the CEO and by implication key executives. In setting the risk parameters that are acceptable the board can challenge the CEO to do more and to on more challenging markets and competitors, but providing protection and support.

Chen, Y 2013, 'Effect of Reverse Mentoring on Traditional Mentoring Functions', Leadership & Management In Engineering, 13, 3, pp. 199-208, Business Source Elite, EBSCOhost, viewed 17 October 2013.

Offstein, E, Shah, A, & Gnyawali, D 2011, 'Effects of CEO-BOD Mentoring on Firm Competitive Behavior', Review Of Business, 32, 1, pp. 75-88, Business Source Elite, EBSCOhost, viewed 17 October 2013.