MIAMI — Brash young workers have always felt they know more than senior management. The truth is, they might.

The wave of 20-somethings heading full force into the working world know how to set up a blog. They know how to text-message with their eyes closed. And they know how to maneuver obscure browsers to research global statistics to make critical business decisions.

Now, older workers look to Generation Y to understand the nuances of the marketplace. Reverse mentoring no longer is the formal corporate movement that former General Electric CEO Jack Welch pioneered when he ordered his top managers to meet regularly with young workers and learn to use emerging technology.

"Mentoring should work both ways," said Christopher Pollack, 51, president and CEO of the Fort Lauderdale (Fla.), Chamber of Commerce. "I would like to find a mentor. There are younger workers who are using technology to look for potential clients."

Reverse mentoring is the informal discussions or spontaneous meetings that 40-, 50- and 60-somethings are using to glean new skills or advice on trends from their younger colleagues. It is about bouncing around ideas and being in touch. It is about learning how a different generation wants to be managed.

"It's about staying fresh and current on all trends relevant to your work," says Tom Kelley, author of "The Art of Innovation" and general manager of IDEO, a San Francisco design company.

Kelley has asked two of his younger employees for the chance to chat with them regularly. From one, he learned how to host a blog for an online magazine. From the other, he learned why many young people don't wear wristwatches (they use their cell phones).

The benefits in reverse mentoring often flow to both parties — a 61-year-old supervisor passes on historical knowledge or leadership tips to a 25-year-old. The Gen-Xer helps the baby boomer discover new ways to rejuvenate his current position.

The biggest obstacle to reverse mentoring is pride.

"Sometimes status gets in the way," says Matt Starcevich, CEO of the Center for Coaching and Mentoring. "It takes courage to say you need to know something, especially if you're in a powerful position."

To get past that, says Stacy Blake-Beard, an associate professor at Simmons College, executives should think about it as extracting information from whomever has the most knowledge.

She says sometimes older workers are forced to look to someone younger when they get assigned additional responsibilities and must learn how to pull it off.

It's important to be specific about what you want to learn from your mentor. For some, going outside their organization may be more appealing. You may want to scout professional groups or chambers of commerce. Or you may want to tap bright 20-somethings from a different department.

Kelley says the first conversation may be awkward when you're trying to convey what you want your mentor to teach you.

Alicia Blain, vice president of information systems for Visa International in Miami, says managers must understand what motivates each generation.

Gen Y, she says, wants flexibility and work-life balance. They plan to change jobs often, and careers, too. And, says Blain, a frequent speaker on generational issues, they use technology to solve problems.

Blain, 48, practices informal reverse mentoring and taps her Gen-Y workers when she wants to improve on how she finds and books a venue for group events.

"They always have a faster, better way of getting the information," she says.