Three years ago, to the issue, I wrote Professional Case Management (PCM) journal's editorial about mentoring the upcoming generation. As the word "retirement" comes up more often in my generation, there is a compelling reason to bring this issue up again.

First, I want to thank our section editor of Return to Work for all the information she has collated and shared with PCM journal over the years. Fran Snowden is retiring-and although this is a much-deserved move-we will miss her. As you know, Peter Moran (not fully "retired" and continues as a PCM journal editorial board member) did retire from the HeartBeat column that he codeveloped and contributed to for several years with Mindy Owen. Both Fran and Peter have added so much to case management...no words can express our gratitude.

Second, I want to welcome Teri Treiger to the HeartBeat of Case Management column. Many of the readers already know her. She is a past president of CMSA and current director on the National Transitions of Care Coalition. She is principal of Ascent Care Management, LLC, Holbrook, MA, specializing in private client case management, education, program design, and writing. Her health care career has spanned across the continuum. She designed and implemented case management, transition of care, frequent emergency room utilization, and uncompensated care programs while at McKesson. Her clinical experience includes acute and rehabilitation care.

So here is the "reality check." Our group is cutting back, retiring, perhaps having health problems, and, at some point, will need a case manager. It may be 5 years, 10 years, or decades away. Two things we can count on: (1) the need for case management will continue, and (2) health care will look dramatically different than it does in the present. These new case managers will have to assist us to navigate "the new health care reality"; I can only hope that they will also have the passion and heart of the pioneers.

Therefore, we can no longer wait to ask, "What can we do now?" We can mentor, show why we are so passionate, and teach those incoming to case management the nuances of what makes a true case manager. Three years ago, the PCM journal editorial stated that "the window of opportunity is open now!" and NOW is even more critical. Some stats back that up (Powell, 2010):

* The majority of the case management workforce is composed of registered nurses. As of 2007, the mean age of a certified case manager was 55 years. This is older than the mean age of the original profession (nursing) and can have several potential causes. According to Park and Huber (2009), this could indicate an advanced role in an original profession. It may also be because the complexity of the job requires an ability to coordinate in complex scenarios.

* In the 2009 Role and Function study, the age data showed that 27.2% of the case management population was 51-55 years old and another 21.5% was 56-60 years old. Whereas approximately 9% of registered nurses are younger than 30 years, less than 1% (0.8%) of case managers were younger than 30 years (Tahan & Campagna, 2010).

Extrapolating those figures suggests that in 2013-2014, the mean age of a certified case manager may be at least 63 years.

Atkins and Williams (1995) defined mentoring as "a relationship between an experienced professional, known as a mentor, and the less experienced aspiring professional, known as a mentee" (p. 1006). Traditional mentoring focuses on relationships that consist of an older, senior professional (e.g., baby boomer) providing advice and counsel to a younger, more junior colleague (e.g., millennial).

Is this enough to bring passion in this millennial generation? It is said that this generation does not even like the word "mentoring!" Some suggest that "precepting" or "advisor" may be a better fit. Others suggest that tying the task to a more sports-like activity would be beneficial, like "coaching."

Adding the model of "reverse mentoring" may be key in engaging these professionals. Reverse mentoring focuses on knowledge sharing and leadership development and essentially turns the concept of "mentoring" on its head! By definition, a reverse-mentoring relationship consists of an younger employee in the role of the mentor (in this case, a millennial), with a more experienced employee in the role of mentee (in this case, a baby boomer). A little trivia about reverse mentoring: General Electric's famous former chief executing officer, Jack Welch, is credited with this concept when, in 1999, he ordered 500 of his top managers to find young employees who could teach them about the Internet (Murphy, 2012).

Studies suggest that generations are distinguishable by their shared experience of a period of time and a "distinctive consciousness" based upon important events of that time. These professionals are characterized as technologically savvy, globally concerned, comfortable with diversity, highly innovative, and willing to try new things (Murphy, 2012). Millennials expect more coaching and mentoring than any other generation. They are optimistic and goal-oriented but also want structure, guidance, and extensive orientation. Internships and formalized clinical coaching and mentoring programs are highly valued by this generation. Personal feedback is important, along with opportunities for self-development. They have grown up with instant messaging and cellular phones and appreciate immediate feedback (Sherman, 2006).

So what "works" with them? Respect and reciprocity may be the key elements to working with this generation-and why elements of reverse mentoring will benefit both generations. After all, knowledge sharing is not a one-way street. And reverse mentoring capitalizes on each generation's strengths and differences. But we are not so different: both generations want to make a difference, want high-quality colleagues, want access to new experiences and challenges, and want a work-life balance.

Building the leadership pipeline is another critical issue in next-generation case management planning; and reverse mentoring is deemed to be a cross-generational leadership development tool (Murphy, 2012). The baton of leadership must also be passed-and not just handed over-but entrusted to those who carry on the mission of the pioneers and yet build a new, better model on the basis of what health care will be in the coming decades. The pioneers, our fingerprint, should be on that model. The investment now in intergenerational bridges, will be invaluable later.

Fostering cross-generational, reciprocal learning is of the essence, now. As those semiretire or retire, we need to set the passion and vitality of those who will carry on, by reframing our collective strengths, seeing our differences through a different lens, and celebrating our diversity. The key to everyone's success may lie in the critical balance between traditional mentoring and reverse mentoring. Professional Case Management journal wishes Fran and Peter well and wishes all of you a safe, successful, and peaceful holiday season.

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