From Task-Takers to Pathfinders: A Senior PM’s Guide to Mentorship

The Blueprint for Growth: How to Effectively Mentor Junior Project Managers


Passing the Torch—How to Mentor Junior PMs

​Being a Project Manager is often described as "herding cats while the rug is on fire." For a junior PM, that fire can feel overwhelming. As mentors, our job isn't to put out the fire for them; it’s to teach them how to use the extinguisher.

​Here is my personal framework for turning a "Coordinator" into a "Leader."

​1. The "Safe-to-Fail" Zone

​Early on, juniors are terrified of making a mistake that costs money or time. I start by giving them ownership of a low-risk workstream. I let them lead the meetings and set the deadlines, but I stay in the background as a "silent observer."

​The Rule: If I see a minor mistake coming, I let it happen. If I see a catastrophic one, I intervene. Experience is the best teacher, and a small, corrected error is worth more than a dozen flawless tutorials.


​2. Focus on the "Why," Not Just the "How"

​Anyone can learn to create a spreadsheet. A great PM understands why we chose a specific KPI or why we’re pushing back on a stakeholder. During our 1-on-1s, I don’t just review their tasks; I ask:

  • ​"What do you think the biggest risk is this week?"
  • ​"How would this delay impact the client’s bottom line?"

​3. Mastering the Art of "No"

​Junior PMs are often "Yes People." They want to please everyone, which leads to scope creep. I mentor them on how to have difficult conversations. We role-play scenarios where a developer is behind schedule or a client wants a "quick change" that isn't quick at all.

​4. Shadowing and Reverse Shadowing

​I follow a three-step transition:

  1. ​I do, you watch: They attend my high-stakes steering committee meetings.
  2. ​You do, I watch: They lead, and I provide feedback privately afterward.
  3. ​You do, I check in: Total autonomy with weekly syncs.

​The Goal: Emotional Intelligence (EQ)

​Technical skills are the floor; EQ is the ceiling. I spend a lot of time teaching juniors how to read the room. If a developer looks burnt out, or a stakeholder is being uncharacteristically quiet, I point those signals out. Project management is 10% tools and 90% people.

​Interview Answer: "How do you mentor junior project managers?"

​The "STAR" Approach (Short & Sweet):

​"I view mentorship as a transition from tactical execution to strategic thinking. I use a structured autonomy approach. First, I identify their 'safe-to-fail' areas where they can take full ownership of a sub-project. I prioritize teaching them stakeholder management and risk intuition over just tool proficiency. For example, in my last role, I had my junior shadow me during conflict resolution meetings, followed by 'debrief sessions' where we analyzed the psychology of the conversation. My goal is to work myself out of a job by empowering them to make data-driven decisions independently."



Comments

Post a Comment

Popular posts from this blog

Threshold Transactions Reporting (TTR) - Nepal

Image
              Threshold Transactions Reporting (TTR)   Definitions: TTR : It stands for Threshold Transactions Reporting. TTR is a report that financial institutions and Designated Non-Financial Businesses and Professions are required to file to FIU-Nepal for : Deposit, Withdrawal, Exchange of currency, Other payment or transfer; if it exceeds prescribed threshold limit Provided by FIU-Nepal.  Reporting Thresholds for Reporting Entities The regulators of REs have designated different threshold limits as stated in their AML/CFT directives. The designated thresholds for REs have been categorized into; 1) Bank and Financial Institutions – 5 Regulators 2) Other Reporting Entities. – 6 Regulators Threshold :- Bank and Financial Institutions Currently, the designated thresholds for Bank and Financial Institutions in Nepal are as follows by the regulatory NBR ( Nepal Rastra Bank): Cash deposit or ...
Read more

How do you stay curious about product details as a project manager

How do you stay curious about product details as a project manager? Interview question asked in Infosys? Staying curious about product details as a project manager isn’t just helpful — it's often the secret to bridging the gap between vision and execution. Here’s how experienced PMs keep that curiosity alive and useful: How to Stay Curious About Product Details as a PM. 1. Ask “Why” Like a Newbie — Even When You’re Not > Don’t just manage tasks — ask why that feature matters, who it’s for, and what happens if it’s removed. “Why did we pick this flow?” “Why does this feature need to launch in Phase 1?” This opens up dialogue with devs, designers, and users — and reveals assumptions you may need to challenge. 2. Join Customer Support Channels or Feedback Loops Sit in on support calls or read user feedback in tools like Zendesk, Intercom, Reddit, or app reviews. Curiosity grows when you see the product through users’ eyes. > Real users ask the best questions — and t...
Read more

Interview as a Requirements Gathering Technique: A Business Analyst's Perspective

Interview as a Requirements Gathering Technique: A Business Analyst's Perspective Requirements gathering is a crucial phase in any project, as it lays the foundation for developing solutions that meet business and user needs. One of the most effective techniques for eliciting requirements is conducting interviews with stakeholders. This technique allows Business Analysts (BAs) to obtain detailed insights, clarify ambiguities, and understand business goals directly from key individuals. Interview as a Requirements Gathering Technique An interview is a structured conversation between the Business Analyst and stakeholders to extract necessary information regarding project requirements. It can be formal or informal, depending on the project's scope and complexity. Types of Interviews Structured Interviews – These follow a predefined set of questions to ensure consistency in data collection. Unstructured Interviews – These are open-ended and flexible, allowing for free discuss...
Read more