School for CEOs supported a Reverse Mentoring Programme for the Group Executives at SSE plc. Mentors were selected from within the business and represented a diverse range of experiences and cultures.
"Reverse Mentoring allowed leaders to experience discussions and gain insights into issues they might not otherwise get exposed to. We saw it as a chance to open minds, get people involved, and ultimately build allyship by connecting them into these discussions."
Context
"It was part of our approach around inclusion, widening understanding across the organisation and aligning with our belonging groups. We wanted people to feel that, regardless of how they identified, there was always somewhere they could go. It gave senior leaders exposure and created better connectivity since most of the mentors came from belonging groups."
Experience of the Programme
“I think it was a really positive experience. At a personal level, being reverse mentored got me into discussions on topics I probably wouldn’t normally have had detailed conversations about. It was good to be doing some learning and a lot of listening, because sometimes in your role as a leader that’s not what happens.”
“It was also nice to see how well received the process was by colleagues. Some were learning things completely new, while others were gaining deeper understanding of their mentor’s perspective.
"That growth of mindset across the leadership team was really positive.”
Key Learnings
“For me, I was mentored by a young Muslim woman. Understanding her perspective—what people expected of her, or what was or wasn’t acceptable really opened my mind about how much more there is to do around progressing race and equality.”
“Crucially, these kinds of rich and deep discussions wouldn’t normally happen. The process created the time and space to explore, listen, and reflect.”
“One colleague said he never thought he’d have discussions with someone who was transgender. He admitted he’d thought of himself as a bit of a dinosaur, but the experience opened his mind, and he came out of it as an advocate—sharing new terminology and perspectives with the rest of us.”
Action and Impact
“I’ve stayed very active in sponsoring our belonging groups. After reverse mentoring, I was invited to speak on panels, including one for young Black professionals on allyship. That probably came from my willingness to have these conversations and use my position to be a positive ally. I’ve also stayed in touch with my mentor—it’s given me a different network and perspective.”
“The check-in sessions were really helpful, too. It was powerful to hear colleagues sharing what they’d learned and what they planned to do differently.”
Advice on Allyship
“The thing that holds people back is fear of getting something wrong. But if you show interest and positive intent, you’ll be forgiven if you don’t get it quite right. People would far rather you were involved and trying to support than standing on the sidelines feeling awkward.
"Don’t be held back by the concern you might not get it right—be brave and get involved.”
Working with School for CEOs
“It was a really positive process. We got a strong briefing beforehand, good coordination to help us prepare, and useful check-in points. The wrap-up session at the end, where people shared what they’d learned and what they’d do differently, was particularly valuable. The balance was just right—not too much, not too little.”
This case study was provided by John Stewart, Director of HR for SSE.
