Digital transformation has generated a whole new way of considering management and innovation within a company.
In our world top down decisions or inspiration should not be the common rule: creating an open discussion between the eldest and millenials could proove to be highly beneficial.
Reverse mentoring: you’ve certainly been saying prose without knowing it!
Indeed, if you are concerned about educating your company, benefiting from millenials ideas and knowledge on technologies, expectations and habits to be melt with knowledge and company’s core culture could proove to be a real benefit.
You are a decision maker, worried about the futur of your company and aware of the major impacts of the digital on the world economy and want to benefit from it?
Have you hired young people or young experimented people? Then you might be on the path of reverse mentoring. (For my own psychological sake, I will not define “young” :-))
How can you do it?
It’s not only about hiring youg people with great ideas. It’s not on ly about hiring young people!
When it comes to digital, it “doesn’t just mean increasing digital investments. It means thinking and acting digital first”
Reverse mentoring must be seen as a programme with clear objectives and expectations and dedicated resources.
I would also add it requires a real agilty in terms of organization based upon trust and transparency between the stakeholders. Others can list also the need of pushing away the barrier of status also. And I agree with that!
Personally I would insist on the mutual listening. Because listening is important but understanding is too! It implies acceptation. Not only from the eldest. But also from the newcomers. Are they diplomatic enough, will they keep being motivated once they’ll be confronted to company’s constraints?
What are the benefits?
All this for a selfie with the CEO? This selfie is not just a selfie. It’s a commitment and sign of trust.
This helps to increase the level of awareness of your company’s stakeholders on how it is important to embrace new technologies, new trends and be confident in the youngest workforce or newcomers who still have to progressively within the company.
It is also a sign of mutual assistance. Many CEOs might have simply rejected the idea of taking such a picture. But I think this gesture can directly help the digital teams to be seen as teams that matter and are key for the future of the company or at least for the future communications of the company! And it shows how important are digital transformation and young people for Renault.
It is also about giving confidence and depassionate worries about social networks.
Am I going to be followed as a CEO on Twitter? What can I share? How do I use it? Do i use it correctly? Do I have to answer to all the solicitations I receive on my Linkedin?
All this, through specific program can also help non tech savvy become more educated about it and more efficient as it is already done within Mastercard since 2011.
What are the risks?
It’s all about digital transformation! You can simply not make “as if” you were not aware of the situation. This transformation is happening whether you like it or not.
Being on social medias is not about taking risks, it’s about having the opporunity to engage directly with your customers, detractors, potential candidates. Besides, in case of crisis it is a sign of real transparencyby demionstrating that you are able to use all the available tools in order to disseminate your message.
A lot has till to be done, if you consider that only 68% of Fortune 500 CEOs did not have any social media presence (not even on LinkedIn!) How could other executives in these companies be really confident in opening their own social media presences? But of course things are changing!
I focused a lot on technologies or digital transformation but do you think of other company’s challenges that could benefit from reverse mentoring?
Do you know or are part of reverse mentoring programme. If so, what are your main feedbacks?
What do you think are the challenges leadership has to face due to such change in companies behaviours?