4 Keys to boost your reverse mentoring programme

After a few years designing and supporting reverse mentoring programmes, many of the same issues keep coming back. Reverse mentoring is often a great strategy to support the digital transformation of an organisation since it connects senior decision makers with junior digital natives. The idea is simple, by encouraging cross-generational discussions and experience sharing the organisation gains in agility in the digital era. However, in reality, many issues cloud this simple logic and we are going to explore why that happens and how to get over it. Continue reading “4 Keys to boost your reverse mentoring programme”

Growing within when company is growing out

When companies grow by acquisition, the company culture and what keeps it coherent might be lost along the way. Mentoring is one practice that can help people continue growing within the company more smoothly as it is expanding and becoming more complex.

Since 2014 I’ve been working with Worldline on designing, implementing and supporting two mentoring programs (traditional and reverse). They clearly support their growth and transformation strategies which need a good attraction, development, and retention of talents as well as a capacity to rely on and learn fast from each other. “Growing within the company” is key to avoid unstable workforce which could hinder the fast growth path they’re walking. Continue reading “Growing within when company is growing out”

Mentoring for innovation culture

Avoiding being « uberised », innovating like startups in large rigid structures, helping employees regain creativity, exploring new business models… are the issues we see our clients confronted by everyday.

To foster innovation in large corporations, several keys and « difficult to get » ingredients need to be gathered: creativity, market awareness and risk mindset whilst being reassuring to existing customers with a solid efficient structure.

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Should Mentors of Entrepeneurs be Trained or their Experience is Enough?

You can download our latest research paper on mentors training in entrepreneurship programs, published by Intech, in collaboration with Université du Québec à Trois‐Rivières, Trois‐Rivières (Québec), Canada.

Science against the mentor myth

Many myths have been generated around serial entrepreneurs, high achievers, or successful CEOs as mentors. Science says he doesn’t even need to be an entrepreneur.

Forget all your romantic ideas about what a good entrepreneurial mentor is: experienced in entrepreneurship, he/she has started several companies in his/her lifetime, has failed a couple of times and learned from it and succeeded enough time to still be active now. He has mentored several startupers so he/she knows how to transfer all that experience and entrepreneurial wisdom to the neo entrepreneur that you are. Having such a mentor will mean you will increase a hundred fold your chances of success. This is the mentor myth we share in our collective unconscious… And science says different. Continue reading “Science against the mentor myth”

The keys to avoid mentoring matches hell

Three key success criteria of creating mentoring matches and how they are impacted by the various forms of matching.

So you’ve started a mentoring programme, and managed to create some mentor-mentee pairs… After a few months you notice that some pairs are ok, some others or even many others are not seeing each other regularly, or even haven’t gone passed the first meeting. It may be a sign that the match is not a good fit, but it may not only be due to conflicting personalities, your matching process may be the problem.

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How bad is the good idea of juniors mentoring seniors

Digital natives mentoring Gen X, or better, Baby-Boomers. What can go wrong?

For some years now, the practice of “reverse mentoring” – digital natives / juniors mentoring seniors – has been deployed in some large corporations with the aim to get senior employees and managers up to speed with the digital age. The term reverse mentoring has been created to distinguish itself from the traditional view of mentoring: more senior employees, hence more experienced in corporate culture, guiding the younger generation. Continue reading “How bad is the good idea of juniors mentoring seniors”