Like many large organisations, NWAS recognised that there could be a disconnect between strategic decision-making and the day-to-day experiences of frontline colleagues. Senior leaders wanted a deeper understanding of the barriers, opportunities and lived experiences that shaped people’s working lives, while staff wanted their voices to be heard and acted upon.  

The organisation wanted to: 

• Develop more inclusive leadership. 

• Increase understanding of workforce inequalities. 

• Build cultural competence. 

• Create opportunities for power sharing. 

• Strengthen relationships across organisational levels. 

• Ensure lived experience informed organisational change.  

The challenge was to create psychologically safe spaces where honest conversations could take place, assumptions could be challenged and meaningful learning could emerge for both individuals and the wider organisation.  

Collaborate Out Loud designed and delivered the reverse mentoring model, supporting NWAS through the development, implementation and evaluation of two full cohorts. The programme intentionally reversed traditional mentoring dynamics by positioning frontline staff as mentors and senior leaders as learners.  

The programme included: 

• Recruitment and matching of mentors and mentees. 

• Chemistry conversations to test pairings. 

• Development workshops. 

• Six mentoring conversations between each pair. 

• Action Learning and Learning Circles. 

• Reflection and evaluation activities. 

• Celebration and learning events.  

A core principle of the programme was that lived experience is expertise. Rather than creating hierarchical relationships, the programme encouraged mentors and mentees to work collaboratively, build trust and explore real organisational challenges through different perspectives.  

Alongside the mentoring conversations, participants took part in Learning Circles and Action Learning Circles that created opportunities for reflection, peer support and collective sense-making. These spaces helped participants share learning, build confidence and spread insights beyond individual mentoring pairs.  

Across the two cohorts, the programme had a significant impact on both participants and the wider organisation. 

For reverse mentors, the experience created space to share their stories, challenge assumptions and influence organisational thinking. Many reported increased confidence, stronger professional networks and a greater sense of visibility within the organisation. Several described feeling empowered to contribute to conversations they would never previously have been part of.  

For reverse mentees, the programme provided direct access to experiences and perspectives that are not always visible through traditional leadership channels. Leaders reported increased empathy, greater cultural awareness and a deeper understanding of the realities faced by frontline staff and underrepresented groups.  

Key themes emerging across both cohorts included: 

• Breaking down hierarchy and organisational barriers. 

• Building trust and stronger relationships. 

• Challenging bias and assumptions. 

• Increasing visibility of lived experience. 

• Developing inclusive leadership behaviours. 

• Creating opportunities for genuine power sharing.  

Participants also generated practical improvements by influencing: 

• Onboarding and induction processes. 

• Continuing professional development approaches. 

• Communication practices. 

• Equality impact assessments. 

• Leadership visibility and accessibility. 

• Organisational inclusion initiatives.  

“Through expert design, facilitation and support, Collaborate Out Loud helped establish a highly successful Reverse Mentoring programme that strengthened understanding, built trust and created lasting impact across the organisation.” 
Carol Offer, Assistant Director Workforce & Organisational Development, North West Ambulance Service 

The two cohorts generated rich learning about leadership, culture and inclusion. 

Relationships Drive Change 

Trust emerged as the most important factor in successful mentoring relationships. The strongest outcomes occurred when participants felt able to have honest conversations, explore difficult topics and share personal experiences without fear of judgement.  

Lived Experience Creates Powerful Learning 

Senior leaders consistently reflected that hearing experiences directly from colleagues had far greater impact than reading reports or reviewing organisational data. Personal stories made issues of inclusion, culture and belonging tangible and actionable.  

Reverse Mentoring Challenges Traditional Power Dynamics 

One of the most significant findings was that meaningful conversations can happen across traditional organisational hierarchies when intentional spaces are created. Participants described relationships characterised by mutual learning, respect and curiosity rather than status or authority.  

Small Changes Signal Bigger Shifts 

Many of the actions generated through the programme appeared relatively small but carried wider cultural significance. Participants recognised that visible leadership, inclusive communication and improved accessibility often begin through practical changes and everyday behaviours.  

Inclusion Requires Ongoing Conversation 

The Learning Circles proved critical in maintaining momentum, supporting participants and enabling learning to spread beyond individual mentoring relationships. They demonstrated the value of creating regular reflective spaces where people can continue to learn together.  

Creating a Sustainable Legacy 

One of the programme’s most significant achievements was its legacy. 

Collaborate Out Loud worked with NWAS over two cohorts not only to deliver the programme but also to build the organisation’s capability to sustain it independently. Learning from both cohorts was captured through evaluation, reflection sessions and participant feedback, creating a rich evidence base about what worked and what needed refining.  

This learning informed the development of a Reverse Mentoring Playbook, providing NWAS with a practical framework for future delivery. The playbook captured: 

• Programme principles. 

• Recruitment and matching processes. 

• Learning resources. 

• Development workshop content. 

• Reflection and evaluation tools. 

• Learning Circle methodologies. 

• Lessons learned and recommendations from both cohorts.  

As a result, the programme successfully transitioned from externally facilitated delivery to an internally owned approach. NWAS now has the confidence, capability and resources to run future reverse mentoring cohorts themselves, embedding the methodology within their wider leadership and inclusion offer.  

What began as an innovative pilot became a powerful organisational development intervention that influenced leadership, culture and inclusion across NWAS. Through two successful cohorts, hundreds of conversations, structured reflection and ongoing learning, the programme demonstrated the value of creating genuine opportunities for people to learn from lived experience.  

Most importantly, the programme achieved more than individual development. It built lasting organisational capacity. By developing a playbook and transferring ownership to NWAS, the work created a sustainable model that continues to amplify diverse voices, develop inclusive leaders and strengthen organisational culture long after the original programme ended.