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.
Kimberly ChavezPlatform Program Manager, Integration| BrightspeedOverland Park, Ks, United States
The best way to build trust and confidence in your abilities it to excel at your job. Over time he may become more receptive. Continue to try to respectfully and humbly offer your opinion with evidence to support your ideas and don't let the "being shot down" discourage your from doing so. Slow and steady you will change his way of thinking. People never change overnight. If this is a firm you want longevity with, be humble and respectful in all of your offerings of expertise. Saving Changes...
