As insurance firms compete to stay relevant in a multigenerational marketplace, one tool is quietly reshaping how leaders think: reverse mentorship. Susan Froman (pictured), strategic growth officer at Bridge Specialty Group and a participant at the upcoming Women in Insurance Mentorship Network webinar, believes this approach does more than build bridges between age groups – it helps insurers meet the future, inside and out.
Froman will be joining other industry leaders to explore mentorship and leadership strategies at the upcoming Women in Insurance Mentorship Network webinar on July 29. Register here to attend.
Froman believes reverse mentorship doesn’t just strengthen workplace culture – it offers a competitive edge in the marketplace. As younger generations take on decision-making roles, companies need to evolve how they engage with clients and respond to market shifts.
“One hundred percent,” she said when asked if reverse mentorship helps leaders better understand evolving customer expectations. “One of the last RFPs we responded to, the decision-maker was a 20-year-old in London.”
Rather than following convention, Froman said she made a deliberate choice. Instead of bringing a senior broker to the table, she introduced a young team member just two years into her career – someone who could mirror the client’s perspective. “You want to work with people you can relate to, who speak your language,” she said.
This attentiveness goes beyond optics. Before submitting the proposal, Froman reached out multiple times to the client, listening to what excited her and what she cared about. That feedback directly shaped her company’s positioning – and revealed how differently younger buyers engage with service providers.
“Understanding how different generations do business is essential,” she said. “I'm 50, and I'd like to think I'm still young – but I know that what matters to me isn’t always what matters to someone 30 years younger.”
She shared a moment of reflection after taking interns to volunteer at a homeless shelter. During the drive back, she listened as the students discussed how they were struck by one detail: residents were referred to as “clients.” It wasn’t something she had noticed – but they did.
“That’s what stuck with them,” she said. “And I don’t know if I would have thought about that. It reminded me how important it is to slow down and hear what they’re taking from these experiences.”
Drawing on her experience running internship programs, Froman said this kind of fresh insight is exactly why reverse mentorship matters inside the organization, too.
“When people have been in a company for a long time, it’s easy to get set in your ways,” she said. “You need a fresh set of eyes and open ears to stay connected to the world around you.”
Reverse mentorship, she believes, is critical for breaking out of rigid traditions and creating space for newer voices.
“Understanding what matters to younger generations – their values, their expectations – helps ensure we’re not just doing things because ‘that’s how we’ve always done them.’ That mindset is a barrier to progress.”
While Froman said she hasn’t faced major challenges personally – thanks to the open-mindedness of her peers and her own diverse circle – she acknowledged that hiccups can happen, especially when junior employees are still developing their workplace awareness.
“Young folks want to participate, and curiosity is my favorite quality in a person,” she said. “But sometimes there’s a lack of self-awareness, or an inability to understand who they’re speaking to and how they’re being perceived.”
She points out that well-intentioned enthusiasm can occasionally be misread or poorly timed, particularly when newer professionals are unfamiliar with workplace norms or client expectations.
In those cases, mentoring becomes a two-way street: senior leaders must remain open to new ideas, but also provide coaching to help junior team members learn how to communicate effectively in professional settings.
“Reverse mentorship isn’t just about listening – it’s also about guiding,” she said. “That means creating space for fresh voices while also helping them develop the skills to contribute constructively.”
For Froman, successful reverse mentorship is built on that balance of openness and support: not just leaders being willing to learn, but also younger team members being willing to grow.
For senior leaders curious about reverse mentorship, Froman offered clear advice: start by opening yourself up to feedback, especially from those who don’t look, think, or work like you.
“Shame on you if you're not doing that,” she said. “Getting input from your peers is easy – but there’s no diversity in that. You're in the same season of life, the same professional bubble. How is that going to be life-changing?”
She drew a parallel from her internship work, emphasizing the importance of bringing in students from different schools, backgrounds, and experiences. If everyone comes from the same environment, “how is that going to bring any difference of opinion to your organization? It’s not,” she said.
Ultimately, Froman sees it as a responsibility for senior leaders to proactively surround themselves with diverse perspectives – especially if they’re in a position to drive change.
“Not seeking out a variety of opinions is just not good practice,” she said. “It’s close-minded. And in the long run, it stunts your growth and holds your organization back.”
