Katya Laviolette, chief people officer at 1Password. Passionate about all things people.
You don’t have to look hard to find research on the benefits of mentorship, which can boost engagement, inclusivity and talent development. But not all mentor-mentee relationships are alike; some flip the traditional hierarchy structure. The increasingly popular mutual mentorship model recognizes that the most seasoned contributors have a lot to learn from their Gen-Z and Millennial colleagues—especially when it comes to career pivots, future-proofing professional growth and effectively managing diverse teams.
I’ve had my own mutual mentorship experiences, and one of the most meaningful was when I joined 1Password as the new chief people officer in 2022. Being one of the oldest people at the rapidly scaling tech company’s decision-making table was a stark departure from my decades in the manufacturing and industrial sectors, where I was generally the youngest decision-maker (and one of the only women). I quickly sought out the person who’d previously held my position, an executive who was 15 years my junior and fully understood the company culture and processes. As it turned out, they were just as eager to sharpen their leadership skills and gain exposure to the complexities of organizational building at scale. We brought different strengths to the table, and we left every conversation with new insights. Today, they’re one of my most trusted advisors.
I’m a big believer in mutual mentorship, but successfully transcending hierarchical norms and superficial exchanges can be difficult. Here are some strategies to help you get it right.
Trust And Fit Are Nonnegotiable
Mutual mentorship simply won’t work unless both parties are fully comfortable throwing out the hierarchy and letting their guards down. No matter their seniority, some people may be reluctant to expose their challenges and vulnerabilities because they worry it could derail their career growth or undermine their legitimacy as leaders. So, high levels of trust and strict confidentiality are paramount from the beginning.
As with all interpersonal dynamics, chemistry and fit matter. But it’s crucial to ignore the natural inclination to gravitate toward people with similar backgrounds. Research shows that around 70% of executives select mentees of the same race or gender, which can rob organizations of the kind of perspectives needed to grow.
Some of the most transformative learning happens when mentor and mentee bring different life experiences, generational lenses and expertise. One example that’s stuck with me comes from our work with Alisha Palmowski, an 18-year-old F1 Academy driver we’re supporting through the Red Bull Racing Pepe Jeans Academy Programme. Her ambition, resilience and drive remind me just how much we stand to gain by learning from people who are earlier in their careers but already blazing trails. It’s reinforced my belief that the most meaningful growth can come from the most unexpected pairings.
Define The Rules Of Engagement
When embarking on mutual mentorship, devote the first session to establishing guidelines and setting expectations. Consider these important questions:
• How often will you meet?
• Will you connect through a video call, by phone or in person?
• If time-sensitive issues emerge between meetings, what’s the process for scheduling an ad-hoc check-in?
• How will you structure meetings to ensure the relationship is truly mutual?
• What does success look like?
• When and how will you evaluate whether the partnership is fruitful?
The first meeting is also the time to talk about communication norms and feedback loops. What are each person’s styles and preferences? How will you give and integrate feedback? Growth and learning happen more quickly when conflicts are aired and addressed head-on, so it’s vital to talk about conflict management before an actual conflict arises.
I’ve generally found it beneficial to meet with my mentor/mentees every two to three weeks, then have three- and six-month check-ins devoted to evaluating the partnership and making adjustments. I also find it helpful to set a designated end point for the relationship. Mutual mentorships can last a lifetime, but by agreeing on an initial time frame, you avoid the possibility of an awkward breakup.
Tackle Actionable Problems
Each person should come to the table with a specific opportunity, question or challenge. This makes it easier to hit the ground running and raises your chances of achieving concrete, measurable gains. An HR executive, for instance, may want help developing recruiting materials that resonate with Gen-Z talent. A senior sales leader might seek insight into software engineers’ priorities and pain points, whereas a skilled developer is looking for a crash course in product design before switching roles.
It can be hard for younger employees to settle on a discrete challenge because there’s simply so much to learn, but I’ve discovered that open-ended priorities aren’t as productive. When someone asks me to mentor them, I pose this question: “What’s the challenge you’re trying to solve?” By starting small, you increase the odds of finishing big.
A Two-Way Path To Growth
Traditional, top-down mentoring relationships have their value. But in today’s fluid, nimble workplaces with five generations’ worth of experience, skills and insights available, think of all the value we leave on the table by viewing mentorship as a one-way street. Embracing mutual mentoring is a way to recognize that everyone has something to give and room to grow.
Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
link