A generation broke new barriers but stopped listening

Why the concept of reverse mentoring is become important within all companies.

The last twenty years has seen industries grow and prosper along with their senior players & leaders. However, there are many who believe that many found a successful formula and became lazy.

This critique has been heard many times over. Interestingly though the commentary is that maybe the one factor which should be noted is that many stopped listening to both their customers and employees and now sit detached from possessing a close understanding of perhaps one of the most transformational generations. The best way to solve this problem is to start listening. One senior Chair recently noted: “ There is far less true business planning today than there was thirty years ago. Continued wealth and success have bred an arrogance which sees companies believe they can tell their employees and their customers what to do, rather than consider how to serve them. One only has to look at the Public Sector; many would agree that the concept of service has been eroded. This is across all disciplines. If you still doubt what I am saying then ask how advanced is the Hospitality industry in how it uses technology? How much effort or planning has there been?”

Reverse mentoring is a relatively new concept in workplace mentoring. It is proving popular as a way to connect senior players with the emerging generations. By swapping the traditional mentoring relationship and turning it on its head, senior leaders have the opportunity to once again become the student, to listen and to understand how new eyes view the world. At best, it can bring new ideas and thoughts to the mind of leaders and create impactful and positive change within industries, businesses and workplaces. What is there not to like?

The concept has proven to be particularly successful in helping senior players understand more about diversity and inclusion as well as how technological advancement can improve service and customer engagement/sales.

There are those who advocate having a younger member of the team sit on the board but that can cause its own issues. However, it is easy enough for companies to create working groups for talent to work on a key problem as a team.

One may not agree with the above comment from the Chair but there is a lot in the comment which is correct. The industry has been slow to be progressive in technological advancement and in D&I. It can be arrogant at times which is always a touch of a contradiction given the core essence of the industry – care, empathy and service. It is well known that the industry has been losing talent which does not expect to return. At worst, it should be listening to talent.

Many leaders have recently privately noted that they have enjoyed interacting with more junior members of their teams in the office in a way that would not have happened before the growth of WHF. This concept would appeal to many as there are many leaders who do want to listen.

So the challenge is for all to start listening once again to those younger voices and ideas. It can only help business be better.