When Max Schramm first joined Lufthansa Technik in Germany as a product sales manager in 2014, he worked under a boss who shaped his view of leadership. She regularly asked her team for feedback and incorporated it into her decisions, making him feel valued and understood. “That left so much of a lasting impression on me,” he recalls. “I said to myself, ‘That’s something I want to do once I am in a leadership position.’” 

Years later, Schramm put that lesson into practice when he became the founding CEO of Calgary-based Lufthansa Technik Canada in late 2024. Each week, he sets aside time for reverse mentorship—a practice that flips the traditional mentorship model by having junior employees share their ideas and experiences with senior staff, creating a more holistic feedback loop and helping leaders like him make decisions that reflect a wider range of perspectives. For Schramm, this means hosting 30-minute coffee chats around Calgary, connecting with both junior employees at his company and local university students in the aerospace field.

A recent Canada-wide workplace values survey by First Onsite and Angus Reid highlighted generational divides on issues such as geopolitics and climate. These differences underline the value of creating spaces for dialogue not only across generations but also across cultures and lived experiences. The benefits can be wide-ranging: Reverse mentorship can help employees at all levels feel recognized and acknowledged, contributing to morale, engagement, and a sense of belonging. It can also support intergenerational and cross-functional knowledge-sharing, while giving senior leaders access to perspectives that may inform business decisions.

While earning his MBA in Germany, Schramm studied agile leadership, an approach that focuses on adaptability and collaboration—principles he now applies to his reverse mentorship practice. During his coffee chats, he typically lets the junior mentor take the lead, sometimes opening with a guiding question to prompt discussion, such as, “Have you recently read or seen something you think we could learn from?” At other times, employees come prepared to share their own ideas. Schramm often reaches out to specific employees he wants to hear from, though many also take the initiative themselves. 

While Schramm keeps reverse mentorship informal, some leaders take a more structured, goal-oriented approach. They might pair participants based on skills, career goals, or areas of expertise, schedule regular check-ins, and set up ways to track progress. These frameworks provide structure while still allowing for open, candid conversations between junior and senior employees.

Regardless of the approach, proponents say curiosity and openness are essential for successful reverse mentorship sessions. “What matters to me is that reverse mentorship isn’t just a program, but a practice,” Schramm says. “If you aren’t genuinely interested, it won’t reach its full potential.” He describes it as a chance to hear perspectives from team members of all ages and backgrounds—and to challenge his own assumptions, from technology trends to work-from-home policies.

One example of reverse mentorship in action at Lufthansa Technik Canada is the company’s evolving approach to artificial intelligence. After several junior employees asked why the business wasn’t using AI more extensively, Schramm asked them to present potential use cases and was impressed by their proposals. Some of these ideas are now being implemented, including an augmented reality training program and a system to improve the accuracy of forecasting engine-part shipments and timelines.

Fostering a culture in which employees at all levels feel comfortable not only approaching Schramm but also sharing their honest thoughts is central to the success of reverse mentoring. After all, he says, people don’t give feedback because they’re disengaged—they give it because they care. “[As a leader] It takes a mindset shift from ‘Feedback is something negative’ to, actually, ‘Feedback is a gift,’” he says.

Related: Ask a Recruiter: How Do I Find a Mentor?

The impact of Schramm’s reverse mentorship at Lufthansa Technik Canada shows up in both employee surveys and anecdotal feedback. In one case, he says, a recent hire cited it as a top reason for enjoying their work at the company. 

For senior leaders considering reverse mentorship in their own organizations, Schramm’s advice is simple: actively listen. “Listening isn’t a soft skill,” he says. “It’s a competitive advantage.”