Cheikh FAYE Microsoft Dynamics 365 Business Expert, CEO and owner| Eurêka TechnologiesDakar, Senegal
The twentieth century will be a century of knowledge or will not be said the author.In fact, in the era of cloud computing and big data with hundred of data centers scattered all over the world, neither nothing nor anyone should be able to prevent the knowledge to diffuse worldwide.Project managers in this unavoidable "rendez-vous" must not miss the train.Unfortunately, most of the senior project managers are reluctant to mentor or volunteer those who just begin to enter the profession.What is the cause of this phenomenon and how to remedy it? Saving Changes...
Michelle PaughFacilities Coordinator & Building Supervisor| West Virginia UniversityMount Morris, Pa, United States
That is a very good question. I have been with my employer for 29 years. Yesterday I watched a webinar called 5 Generations in the Future Workplace. It was very eye opening. The generation gaps are very distinct, especially when it comes to technology and communication.
I am always happy to mentor someone. However, the younger generation, understandably, doesn't think the way we do or do things the same way. It makes it very difficult to "connect". It may be different in higher education. However, I have found that the younger generation seems to think they know how to... when in reality, they would greatly benefit from some form of guidance.
I believe showing respect for those who have been in the roll and for their years of knowledge would help bridge the gap. I think respect has been lost along the way.
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1 reply by Cheikh FAYE
Nov 28, 2018 6:46 AM
Cheikh FAYE
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Absolutely true Michelle.In my cultural background, people are used to say that younger men stand up without seeing nothing where old men sit down and see the distant horizon.
Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Sounds like the premise of a good article or case study. There could be a variety of reasons: motivation, sense of responsibility, accessibility, platform, etc. It certainly is not a straight forward reasoning, either way. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Good Question - I agree with my colleague Andrew. The reasons could be endless but at the same time, we can't generalize as lots as well do welcome mentoring. Saving Changes...
Krishna PakkiProject Services Manager| Rio TintoGilbert, Az, United States
Mentoring could be a challenging task in virtual teams. However, i can say about the same in Construction Industry, mentoring next level teams has been always a part of my job... i cant go up in the ladder unless i train people to take my tasks. right? Saving Changes...
Tara BachmanDeputy Administrator| Public Service Commission of WisconsinMadison, Wi, United States
I agree with Rami and Krishna that it could be a wide variety of reasons. However, my experience shines light on the vast investment that it takes to truly mentor someone. ESI International estimates that it takes roughly 7 years to go from entry level to a senior level project manager. A true mentorship program would be set up to span at least a year, potentially longer.
I was mentored and I believe it is a key factor in my success in my career. I was mentored by shadowing a senior level project manager. I attended the meetings, I was copied on the emails, I did entry level PM tasks for him, he reviewed and provided feedback, and I learned over time how he thought, to think critically and understand the larger picture.
This is a large investment and it has been my experience that many companies for which I have worked do not have the infrastructure in place to support mentorship; they need "warm bodies" on projects and can't carry a project position that is there to learn the ropes.
That doesn't mean that is every company or every person's experience. I am always willing to provide guidance and mentorship, but finding the time is admittedly difficult. Saving Changes...
Deepa KalangiManager, Program Management, Author, Trainer| CVS HealthCharlotte, NC, United States
From what I had seen closely, a couple reasons
1. The gap in understanding, there exists a considerable gap between senior and the now generation PM's. It is interesting to see how the next generation is going to turn out(if you look at Simon Sinek's analysis)... We have the most readily available knowledge ever in the history and seem to be the most reluctant yet again...loads of reasons. Tons of research going on this aspect.
2. Secondly- this is something you probably would have noticed too. I have not seen a program/project that leaves the sr.PM anytime to even breathe, let alone having the time to mentor someone.The projects are committed at a very very tight timeline and they are supposed to race the project as a PM, otherwise, the projects are failing. The sr.PM's don't find time to take and mentor the newer ones in the organizations.Previously companies had the culture of allotting this time for the seniors to mentor the freshers. Not anymore, at least from what I have seen or experienced. Saving Changes...
Can the short answer be selfishness if intentional, and indifference if unintentional?
It may come down to whether or not the senior manager is task orientated or people/relationship orientated, and if the development of future managers is a strategic objective of the organization. If it is, there may be a mandate to evaluate a senior manager's mentoring ability. Further, if there is a 360 degree feedback process, then it would be highlighted (if the question was asked during that feedback) that the senior manager was not mentoring effectively. Saving Changes...
As my collegues says, theres a lot of reasons, every one of us could be identified with one ore more, there are diferences between generations too, the way how each one learned in his moment, the things that are new for someone could be something normal for others (young PM's), the experience in time, the influence of globalization that now is normal, and still are more reasons Saving Changes...
Cheikh FAYE Microsoft Dynamics 365 Business Expert, CEO and owner| Eurêka TechnologiesDakar, Senegal
Thank you very much all but someone whose opinion I strongly believe told me one day:" If I can see so further, it is by standing on the shoulders of a giant".
Since then I have made this proverb mine so I encourage senior managers to help in the name of the profession because finally we are all winners. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I have a "leitmotiv" and I believe and behave in this way: I´m doing well if you are doing well. So I always coached people. On the other side, if you practice what today is named "servant leadership" is a style of life. So, you are making a generalization and please let me say that can be consider a fallacy. Beyond other things to consider is the culture, country culture and organizational culture as a subset. Saving Changes...
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