| Part 1 |
Architectural practice is hard. With little time to all essential work, let alone finding time for learning, keeping up with and adopting the latest tech.
And the bad news here. It’s showing…
“…the architecture sector has a particularly robust reputation for conservatism and ambivalence, especially when it comes to digital technology innovation.” [1]
The opportunity cost in this failure is high. The inability to adopt digital tech in the AEC sector is a failure to embrace the potential benefits such as: “faster build times, fewer defects , cost advantages through economies of scale, reduced waste, and improvements to health and safety.” [2]
It’s not an easy fix, but there’s steps that can be taken to address this digital deficit. And one easy win, is reverse mentoring.
Reverse mentoring defined
Reverse mentoring is an inverted mentoring relationship where younger mentors are paired with more senior mentees typically supporting their learning in the digital tech space. We know that everyone is capable of great knowledge, skills and insights, but so often the younger voices go unheard. Reverse mentoring… well… reverses that.
It’s not a “TikTok” tutorial! When done well, reverse mentoring is a two-way exchange. The junior mentor sharing insights on digital technology, media, current trends and a diverse perspective. The senior mentee offering their own insights into leadership, organisational culture and strategies.
The case for reverse mentoring
It’s near impossible for the senior members of an architecture practice to stay abreast of the technology. Whilst junior members are more likely to have been taught about and use the tech at university and in their professional development. There’s obvious benefits in this knowledge exchange, but it goes beyond the tech. A successful reverse mentoring relationship has multiple benefits:
- It forges a culture of life long learning and growth mindsets;
- It helps to moderate organisational hierarchies, and improves communication within organisational structures;
- It spotlights skills, knowledge and experience across the organisation, and allows people to be seen and heard;
- It enhances psychological safety, allowing the ready sharing of ideas, opinions and insights; and
- It highlights diversity, equity and inclusion as well as cross-generational understanding.
Of course in an organisation with a good culture all this may also be true. Yet there’s still individual growth possible and organisational value to be had.
Value exchanged
If there’s no perceived value in this mentoring exchange, it’s not likely to last. Of course sometimes the value takes time to be realised and we need to think of this as an investment with long-term rewards too. Here’s the value participants might expect from a reverse mentoring relationship.
Junior (mentor)
- Greater visibility within the leadership group, as well as the potential to be championed;
- Development of their leadership, communication and teaching skills;
- An improved understanding of the organisational strategies, values and goals;
- More agency within the organisation, and enhanced confidence in sharing insights; and
- Access to a wider professional network.
Senior (mentee)
- Improved digital literacy;
- A developed perspective on the shifting landscape of the profession;
- Better understanding of the perspective of another generation, including their values and expectations;
- Enhanced leadership skills and empathy; and
- Reinvigorated mindset towards their own leadership and learning.
Ultimately, when these relationships thrive, it’s no longer reverse mentoring but reciprocal learning. Benefitting individuals and organisations alike.
Conclusion
Reverse mentoring is often described as a “bridge”, a bridge to digital technology, across hierarchies and the generational divide. Whilst that’s true, it very much undervalues it. Yes, it’s about connection, but mostly it’s about delivering positive change.
It’s not always easy. It might often be uncomfortable. And each participant has to be willing to commit to the hard work of maintaining a constructive relationship. The quality of the pairings are critical in successful relationships.
A reverse mentoring program doesn’t just get thrown together, it takes thought, design and careful execution. That’s for another time. In my next post I’m going to cover the ‘How’. Helping to build the framework, match the pairs, and establish the ground rules.
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References:
[1] Ramsgaard Thomsen, M., and Tamke, M. (2020). Design Transactions Rethinking Information Modelling for a New Material Age. Editors M. Ramsgaard Thomsen, M. Tamke, B. Sheil, and S. Hanna. London: UCL Press, 8–13.
[2] Shojaei, R.S., Burgess, G., 2022. Non-technical inhibitors: Exploring the adoption of digital innovation in the UK construction industry. Technol. Forecast. Soc. Change 185, 122036. https://doi.org/10.1016/j.techfore.2022.122036
AI image generated in Canva and edited by author
