For the CEO of a multi-million dollar company, being “cool” typically
ranks dead last on a list of priorities. But for Sander A. Flaum,
who heads Euro RSCG Life, a 1,000-person marketing and healthcare
advertising firm headquartered in New York City, it’s essential
to connect to the whims, passions and predilections of young consumers.
Without understanding the nuances of the marketplace, Flaum could
stumble and the business could tumble
A role reversal
Flaum, who has headed the agency for the last 15 years and
has 38 years of experience in advertising, isn’t one to
whither from a challenge. And, at this point, he’s also
not afraid to check his ego at the door. “I don’t
spend a lot of time browsing Web sites, I don’t watch Survivor
and I don’t know the hottest, hippest restaurants,” he
admits. “But it is important that I understand what account
reps and designers are talking about and have some idea what makes
a campaign work. ”
The solution? Flaum has joined a growing cadre of executives that
rely on reverse mentoring to keep them informed about everything
from technology to social trends. While traditional mentoring focuses
on passing knowledge from experienced professionals to up-and-coming
stars, reverse mentoring feeds expertise up the corporate hierarchy. “The
sharing of knowledge doesn’t have to be a one-way street.
A younger or less experienced worker can help an older or more senior
employee gain insight into key areas, such as computers and technology,
culture and highly focused technical areas,” says Linda Phillips-Jones,
principal consultant at The Mentoring Group, Grass Valley, California.
This role reversal can provide bottom line benefits on the front
lines of business. “Reverse mentoring can improve decision
making, reduce training costs and create an organization
that is more tightly knit,” explains Matt M. Starcevich, CEO
of the Center for Coaching and Mentoring in Bartlesville
Okalahoma. When
his organization studied the trend in 2001 it found that
41 per cent of respondents now use reverse mentoring to spread
technical expertise
and 26 per cent to help executives gain a younger perspective.
Turning the tables
Of course, young people have always helped their parents
and grandparents brush up on pop culture or how to use
the latest technology gizmo. And brash, young workers have
always felt they know more than management—at least
when it comes to their job. But reverse mentoring ratchets
up the concept a notch or two. In recent years, a slew
of companies have recognized its value and established
reverse mentoring programs. The list includes General Electric,
Proctor & Gamble, Philip Morris, Best Buy, Siemens
and Chase Manhattan Bank. In addition, the Seattle Public
Schools and the Wharton School of Business at the University
of Pennsylvania and have shifted the knowledge flow into
reverse.
Most observers credit former General Electric CEO Jack Welch as
the catalyst for this burgeoning movement. Although the roots of
corporate reverse mentoring extend back to the early 1990s, it wasn’t
until the end of the decade that the high-profile chief executive
ordered 500 of his top managers to find workers who could teach
them the finer points of Web browsing and researching online. Welch
himself choose a mentor and blocked off time to learn about everything
from browser bookmarks to competitors’ Web sites. Prior to
that, Welch had rarely surfed the Web and found himself overwhelmed
by the experience.
Not long afterwards, Procter & Gamble CIO Steve David—a
30-plus year veteran of the company and a longtime mentoring advocate—opted
to turn the tables. He began a reverse mentoring relationship with
a staff scientist so that he could learn more about how science
and toxicology affect business decisions. The pair met every month
or two in an office or over lunch to discuss topics ranging from
the structure of DNA to sophisticated biotechnology issues.
The following organizations have made reverse mentoring
a success
General Electric: In
1999, former chief executive officer Jack Welch established
a reverse mentoring program for himself
and other top executives. About once a month, Welch
met with the 37-year-old manager of GE’s corporate Web
site, who helped him learn how to surf the Web and
conduct basic research online. GE Plastics and other divisions
of
the U.S. $130 billion (2002 sales) firm also have
established reverse mentoring programs.
Proctor & Gamble: A pioneer
in reverse mentoring, P&G
established its first program in the early 1990s. Then,
the advertising division was losing twice as many women
as men.
After the launch of a reverse mentoring program designed
to address challenges facing women, the hemorrhaging slowed.
By 2000, the concept had hit the radar screens of top
execs,
including CIO Steve David.
RSCG Life: The 1,000 employee
advertising agency, the largest catering to the pharmaceutical
industry, turned to reverse
mentoring over a year ago. More than 30 senior executives
participate in the program. They learn about technology,
pop culture, and trendy restaurants so that they can relate
to
younger clients and boost their computer skills. The
program isn’t designed to serve as a philosophical
make-over, but a way for execs to bridge the generation
gap.
Seattle Public Schools: During the summer of 2002, female
students in the Seattle Public Schools, a district with nearly
47,000 students, spent the summer educating teachers about
computers and technology. The goal of the program, dubbed
Generation www.Y, was to integrate technology into the classroom
and improve student learning. The students designed the curriculum,
rules and lesson plans and collaborated with teachers at South
Seattle Community College.
Wharton School of Business: The
University of Pennsylvania’s
Wharton Fellows Business program matches some of the
top executives in the nation to MBA candidates and undergrads,
who help them
gain knowledge in technology and business through reverse
mentoring. At present, about 100 fellows participate
in reverse mentoring. The program has received positive
feedback and
continued to grow. |
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Learning in reverse: Part 2 of 2 release date
- October 21, 2003
Reproduced with permission © 2003 Samuel Greengard. To enquire,
please email sam@greengard.com
|
