The Edge June/July/August 2026

BUILDING YOUR TEAM

Tapping Into the Next Gen’s Ideas with Reverse Mentoring

By Jill Odom

WHAT DO GENERAL ELECTRIC, BNY MELLON AND ESTÉE LAUDER HAVE IN common? They have all discovered the power of flipping the script on mentorship with their ‘reverse mentoring’ programs.

being received. Additionally, reverse mentorships can strengthen your recruiting and retention efforts by appealing younger employees seeking jobs with a greater purpose and demonstrating how your company values team members’ input. CRAFTING YOUR OWN REVERSE MENTORSHIPS PROGRAM Just as with traditional mentorship, reverse mentorships need a structured program to achieve results rather than relying on informal pairings. First, you need to define clear objec tives for the program. Depending on your business, you may be looking to accelerate tech adoption or improve your overall company culture by better understanding workforce expectations. Whatever goal you choose, tie it back to a business outcome, such as efficien cy or growth, so you can measure the program’s impact. Establish clear guidelines on how frequently your mentor and mentees

senior leaders stay in touch with the mindset of younger consumers. With rapidly evolving technology entering the landscape industry and a multigenerational workforce, reverse mentorships can be an innovative tool that helps your company stay ahead of the curve. BENEFITS OF REVERSE MENTORSHIPS Traditional mentorships are valuable because veteran workers can pass on their knowledge to those newer to the industry. Yet reverse mentorships can be equally valuable because they create a dynamic where senior leaders can gain fresh perspectives and learn about new technology. Reverse mentorships can help bridge communication gaps between field staff, office teams and leadership, and provide insight into how company messaging is

GE pioneered this concept back in 1999, when former CEO Jack Welch re alized that many of his senior leadership team members were unfamiliar with the internet and other emerging technolo gies. This prompted him to pair younger, tech-savvy employees with senior man agers, where they would meet to learn how to leverage these tools effectively and exchange ideas. BNY Mellon piloted their reverse mentoring program in 2013 to educate senior executives in technology as well. Their program even paired 28-year-old employee, Darah Kirstein, with Ger ald Hassell, the CEO of the $44 billion company. Hassell would talk to Kirstein as a sounding board for certain ideas and to better understand how different generations think. In 2015, Estée Lauder rolled out their reverse mentorship program to ensure

It’s a good idea to offer training for both your mentors and mentees as chances are your younger employees will be unfamiliar with how to provide constructive feedback to leadership, and managers may struggle with active listening and not becoming defensive. B oth parties need to know how to build trust and rapport with one another.

18 The Edge // June/July/August 2026