I am with a client-based PM firm in the construction industry, to which I support a baby boomer PM which just knows it all and isn't open to receiving any input to design/ constructability etc.. Also, doesn't see any point in programmes, risk analysis etc. and retains all the information 'up here' (his brain) nor is he open to improvements as a result of me completing my PM studies.
Any tips on how to handle this would be appreciated, especially if they're without 'over-stepping' and creating an uncomfortable environment.
Agree with previous post, I don't see the challenge as a generational gap. I worked with amazing baby boomers (as my last manager) and both of us are open to learn from each other.
Give more time to your relationship, be humble, listen and propose or give your advise or tips in a constructive way. Saving Changes...
Sometimes you don't try to convince, you just do it. I am currently managing a project using Kanban, but the organization wants it done in MSP. No problem. I simply report progress in MSP and we use Kanban on the team. Everyone is happy. Saving Changes...
LORI WILSONRETIRED - Technical Project Manager| RETIRED - LifePoint HealthClarkston, Wa, United States
So much wisdom in the responses of my peers. Maybe try to get to know the individual on a more personal level? Maybe suggest going out to lunch or finding a common interest might help too. It might break down a wall. Saving Changes...
Plenty of excellent input from everyone. Build the relationship, it is not generation related. Get a few small wins, don't brag about it. It should improve the relation and open the door to more of your input.
Until you do that, the project biggest risk might be the PM. Saving Changes...
Subtlety and patience is key I think, already loads of wise and very practical advices from the seniors, sometimes learn, unlearn and relearn keep us all going, so take your time! :-) Saving Changes...
Being from the millennial generation myself, I can relate to your dilemmas. And all these responses give interesting insights on how to maintain a healthy working relationship with senior PMs.
Needless to say, the experience and knowledge that seniors in the industry have are priceless. And while you may be armed with new software and research experience, it may never level up with the life knowledge they have. Even though your resourcefulness will be indispensable.
Communication is the best way to go about building a bridge between you and your seniors. You can start about discussing the benefits of using tools for better project management today. If you are using software yourself, you could also show him/her how to use it, and the advantages you have while using the tool.
Another way to handle this is depending on your senior's availability, you could sign him/her to online courses and bring him up on speed with the current trends in the project management space.
At the end of the day, it's important to keep in mind that it is a two-way process and with mutual respect, both of you can learn a lot in the long run. Saving Changes...
Perhaps you can perform some of the tasks without their input. For instance perform the risk analysis. Then when a risk arises, you are prepared and can tell the know-it-all "I got this". With time, the know-it-all will come around, if they are smart. If they aren't smart, they'll trip over the wisdom, pick themselves up, and hurry on. Saving Changes...
In my experience, if you make the boss look good, they'll come around to listening and depending on you. Is he ignoring risks? Prepare a Risk Register for him and send him an update each week. Is he not documenting anything? Prepare Meeting Notes or Summaries and send them weekly. Others will also notice that you are the driving force and hopefully you can find a better mentor to leap frog your career.
Also, people receive information differently. Does he need to see things visually? Is he a numbers guy? Try to shift how you deliver your ideas and maybe something will click.
If nothing else, don't abandon your good sense and PM training. Take the lessons learned and learn from his inevitable mistakes. Saving Changes...
Gerry LefebvreManager, Operations Product Development| A-decNewberg, Or, United States
I have several Millennials working for me. I'm a boomer; a Project Manager for 30 years. I clearly recognize the value their quick young minds bring to my organization. They quickly demonstrated their capabilities (which is not generational - and totally why I hired them). To me, quick wins, positive attitude, willingness to work hard and learn from all of those around them - younger and older - and the ability to prove with results any claims they may make verbally always wins the day. I release responsibility into their hands as I see their results. As such, my folks are paid quite well, and well regarded and respected in the company because of the veracity, thoroughness, and timeliness of their results. My non-Millennials are regarded likewise for all the same reasons.
Hope this helps! Saving Changes...
Michael MoffettContracting Officer| Department of Veteran AffairsNampa, Id, United States
Jul 18, 2019 7:20 PM
Replying to Eric Simms
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There is little you can do since you're supporting him. Anything you do that goes against his way of doing things will probably be portrayed as 'overstepping', or dismissed as the foolish notions of an overeager or over ambitious young person. The fact this PM acts as he does suggests that company Management allows him to do so. I suggest you start seeking other employment at a more forward-thinking company.
I most certainly agree. When management refusing to do anything, they are actually supporting the behavior. Been there done that and management seems to never change when issues such as this is brought up. Therefore, there is very little you can do but find another place to work. Saving Changes...
