building trust and changing cultures: Lessons from Reverse Mentoring in Wigan
Designing reverse mentoring: more than a project plan While project management was essential, successful reverse mentoring cannot be reduced to templates and timelines. Key elements of the Wigan approach included:
Removing distractions (e.g. laptops and phones). Using conversation tools where helpful but allowing discussions to flow naturally. Lived experience as a catalyst for change For Orpha, acting as a mentor was both personal and transformative. Sharing deeply personal experiences created moments of genuine connection. These conversations were not always easy but proved to be eye- opening for senior leaders and empowering for mentors. The emphasis was on authenticity: “Be organic, be unique, be different.” Power dynamics and risk There was acknowledgement of the risks for Black and Asian staff participating in reverse mentoring. These include feeling exposed or vulnerable when sharing personal experiences, navigating existing organisational hierarchies, and concern about how openness might be perceived. In response the programme focused on providing clear expectations and building trust before deep conversations began. This careful approach allowed participants to engage meaningfully while reducing potential harm. Delivering on promises: the critical success factor One of the strongest messages from Nicki was the importance of credibility. Staff had previously shared experiences where leaders promised action and nothing changed.
As a result, a key principle for the programme became: “If you say you are going to do something, do it.” Impact on organisational culture While reverse mentoring alone cannot eliminate racism or inequality, it is described as an important part of a wider system of change. In Wigan, it contributed to: Stronger relationships between staff and senior leaders.
1. Careful preparation
Extensive engagement with staff networks. Collaboration with HR and organisational development teams. Ensuring psychological support was available if difficult issues arose.
Increased confidence in raising concerns.
In Wigan, a partnership between Nicki Thomas, Strategy and Improvement Manager, and social worker Orpha Maroney, Locality Manager – Mental Capacity Act & Deprivation of Liberty Safeguards, has brought this approach to life in a way that prioritises people, trust, and lived experience over process alone. What reverse mentoring means in practice At its core, reverse mentoring in Wigan is about senior leaders learning from more junior staff, particularly through understanding their lived experiences. It goes far beyond a simple exchange of perspectives. It creates: Safe spaces for honest, sometimes uncomfortable conversations. Opportunities to understand what it means to be from underrepresented backgrounds. Strong, lasting relationships that extend beyond the mentoring programme.
Reverse mentoring has become an Andrew Burridge, Programme Manager, North West Association of Directors of Adult Social Services increasingly powerful tool for organisations seeking to build inclusive cultures, challenge power dynamics, and create meaningful change.
A platform where both mentor and mentee can respectfully challenge one another. Understanding for senior leaders about the real impact of decisions on frontline staff.
More open and honest conversations across teams. Improved organisational responses to challenging situations. Senior leaders, through these experiences, were better equipped to:
2. Thoughtful matching
Matching mentors and mentees proved to be one of the most critical success factors. Not every pairing worked perfectly, but even less successful matches provided learning and were handled with honesty and flexibility – and signed up for a second experience.
The importance of trust and buy-in
Reflect on their own privilege
Reverse mentoring works when mentors feel safe to share openly, senior leaders are genuinely receptive, and power dynamics are consciously set aside. Without this the process risks becoming tokenistic. The team emphasised that psychological safety is not optional, it is foundational. Participants may feel nervous or apprehensive at first. Addressing this requires dedicated briefing sessions, separate preparation for mentors and mentees and reassurance that mentors are “the experts” of their own experiences. These steps helped build confidence and ensured the programme started on the right footing.
Adapt their leadership styles
3. Ongoing support
Set clearer expectations for inclusive behaviour Over time, this has helped shape a more inclusive culture grounded in mutual understanding and trust. The experience in Wigan shows that reverse mentoring, when done well, can be far more than a professional development tool. It can act as a catalyst for deeper understanding, stronger relationships, and meaningful cultural change. If you have any questions or would like to find out more about this project please contact Andrew.Burridge-nwadass@wigan. gov.uk.
Regular check-ins (initially fortnightly).
Opportunities to step back if needed.
Peer support structures.
4. Creating the right environment
Simple but powerful practices were encouraged:
Meeting in neutral spaces such as cafés or shadowing a person’s work.
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