In an industry built on legacy, tradition, and expertise, the concept of reverse mentorship might seem counterintuitive at first glance. But for many modern leaders in Canadian insurance, it’s proving to be a crucial tool in keeping learning active, inclusive, and responsive to a rapidly evolving sector.
Reverse mentorship flips the conventional dynamic of professional development on its head. Rather than knowledge solely flowing from senior leaders to junior employees, it encourages learning to happen in both directions – inviting younger professionals to share their perspectives, ideas, and digital fluency with seasoned colleagues.
That’s why it was the focus of a recent Women in Insurance Mentorship Network webinar, where the conversation centered on how reverse mentorship can build stronger teams and more dynamic workplaces.
For Nicole Hackney (pictured), team leader of business operations at Farm Mutual Re and one of the panelists at the webinar, reverse mentorship isn’t a novelty – it’s a necessary evolution.
“It challenges the traditional assumption that knowledge only flows from senior leaders to junior employees, and instead highlights the value of fresh ideas, emerging perspectives, and new ways of thinking,” Hackney said.
For Hackney, the power of reverse mentorship isn’t theoretical – it plays out in her day-to-day leadership at Farm Mutual Re. In her role overseeing business operations, she’s learned that insight often flows from the ground up.
“In my role as team leader in business operations, I quickly realized that some of the most valuable insights come from my team members,” she said. By listening to their input, she said, she was able to uncover improvements to processes and foster a more collaborative culture.
“When team members feel heard and respected, they become more engaged and willing to contribute their best ideas,” she added.
The experience has reinforced for her that leadership today isn’t just about directing – it’s about listening and evolving in step with your team.
So how can other organizations support this kind of two-way learning? It starts with creating the right environment, Hackney said. That means ensuring senior leaders are open to learning from others, and that junior employees are encouraged to speak up without fear of judgment. When psychological safety and mutual respect are present, mentorship relationships naturally evolve into partnerships.
“First, it’s about setting the right environment, one that encourages two-way learning as the norm,” she said. “When both sides feel safe, respected, and invested in mutual growth, mentorship becomes a true partnership.”
For young professionals hoping to develop meaningful mentor relationships, Hackney’s advice is clear: understand your value.
“My top advice is to know that you have something valuable to offer,” she said. “It might not be years of experience, but your perspective matters.” Whether it’s a digital insight, a generational perspective, or just a different way of approaching a problem, even small contributions can lead to major shifts in thinking for more seasoned leaders.
“Be courageous and authentic, and don’t hesitate to reach out to someone you respect or feel drawn to,” she said. “Often, the most impactful relationships begin with simply asking.”
As the insurance industry continues to modernize and diversify, reverse mentorship is proving to be more than just a feel-good concept – it’s becoming a core part of how teams stay adaptable, inclusive, and future-ready, Hackney said. For leaders like her, it’s also a reminder that great leadership doesn’t begin with having all the answers. It starts with a willingness to learn.
“In my role, I’ve seen firsthand how automation is transforming the insurance industry by reducing manual and repetitive tasks, freeing up teams to focus on more value-added work,” she said.
This shift, she explained, goes beyond streamlining processes. It challenges leaders to rethink how they support their teams – fostering a culture where people are empowered to grow alongside the technology. For Hackney, that means creating opportunities for skills development, reimagining roles, and ensuring team members feel equipped to thrive in a more digital future.
“It’s not just about efficiency,” she said. “It’s about empowering our people to evolve, develop new skills, and thrive in an increasingly automated future.”
