This web page provides information about the pilot reverse mentoring scheme for Provost’s and President’s Boards 2019/20.
Earlier in the autumn term, we recruited a number of reverse mentors who will become the first cohort of mentors.
Both the mentors and the mentees (President’s and Provost’s board members) will be provided with specific briefings about reverse mentoring before being matched early in 2020.
At this point we are not recruiting any more reverse mentors until we have evaluated and learned from the pilot: this will take place during Summer 2020.
What is reverse mentoring?
Reverse mentoring is confidential, voluntary and informal; it provides a forum for our diverse community to mentor and support the development of our leadership team around diversity issues in the workplace.
It cultivates a relationship where our leadership develops partnerships with people from all backgrounds contributing to a diverse, inclusive future at Imperial.
Who can be a reverse mentor?
- Staff at any level who can commit time and have flexibility in their availability
- Have attended the mentor briefing or are willing to do so
- Participation in the reverse mentoring briefing session
- Have experiences or perspectives of working at the College that they are willing to share to support the learning and growth of another
- Have no current conflict of interests with the College/senior leadership team
Benefits for the reverse mentor
- Offers insight and awareness of senior leadership structures, decision making and the context in which senior leaders are operating
- Provides an opportunity for their perspectives and experiences to be heard and valued
- Gives increased networking opportunities
Level of commitment
- A series of one to one conversations every 6-8 weeks, or as agreed by both parties, probably lasting no more than one hour
- Participation in a group briefing session (1/2 day)
- Participation in a group evaluation/learning activity
Key qualities of a reverse mentor
- Clear track record of modelling diversity and inclusion
- Good understanding of boundaries – personal and role boundaries
- Good active listening skills
- Able to build rapport
- Able to manage power differentials
- Able to maintain confidentiality
- Able to create a safe space
- Able to provide a sounding board for reflection and challenge
- Confident and compassionate