Over the years, I’ve mentored dozens of Six Sigma Green Belts and IT project managers, and I’ve reviewed hundreds—if not thousands—of projects. I’ve learned that effective mentoring isn’t about having all the answers. It’s about providing praise, direction, and honest feedback to help project managers grow with confidence and clarity.
Whether you're launching a formal mentoring program or guiding one PM at a time, here’s an actionable, three-step approach that works.
Step 1: Identify the Gaps—Individual and Organizational
Start by assessing where the PM stands. Use the PMBOK knowledge areas as a structured tool to evaluate skills. For example, within Cost Management, you might assess:
- Ability to track actual costs
- Understanding of project financial benefits
- Proficiency with earned value management
Visualize this like a traffic light:
- Red = Developing
- Yellow = Emerging
- Green = Confident and consistent
Red isn’t bad—it’s just a starting point. The goal is progress, not perfection.
Tip: Also look at macro-level gaps—misalignments between PM practices and organizational expectations. For instance, your company may prioritize financial benefits, but PMs might struggle with benefit realization. Mentoring is a bridge between those expectations and performance.
Step 2: Build a Personalized Development Plan
Treat the mentoring relationship like a project:
- Define objectives: What specific outcomes are we targeting? (e.g., "Demonstrate confidence in stakeholder engagement within 3 months")
- Create a task list: Focused assignments, shadowing opportunities, or project-specific goals
- Set a cadence: Schedule regular 1:1s to review progress, challenges, and wins
Pro Tip: Avoid spreading focus too thin. Choose one or two key development areas per cycle. Many PM skills are project-specific and may only come up once per quarter. Repetition and reflection are key.
Step 3: Sustain the Growth—Sharpen the Saw
As Stephen Covey wisely said: “Sharpen the saw.” Mentoring isn’t a one-time fix—it’s an ongoing process. Revisit the plan regularly and adjust based on:
- Changing business priorities
- Shifting organizational culture
- New project roles or responsibilities
Encourage mentees to take ownership of the plan over time. As mentors, we’re here to guide—not to micromanage.
Bonus: Make Feedback Safe and Constructive
Feedback only works when it’s safe, specific, and supportive. Build trust early. Get to know how your mentee prefers to receive input. A few key reminders:
- Match the level of feedback to the strength of your rapport.
- Don’t dwell on red indicators—focus on turning them green.
- Clarify what’s confidential and what might be shared within broader coaching efforts.
Mentorship Is a Partnership
The best mentoring relationships are shared journeys. Don’t wait for your mentee to follow your lead—encourage them to shape the process too. Some of my most rewarding experiences have come from mentoring individuals who took the initiative and treated mentoring as a two-way street.
Want to grow stronger PMs? Start with a better mentoring approach.
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