As the project manager for a complex product redesign, you notice that Alex, a relatively new engineer on the cross-functional team, frequently defers critical design decisions to more-senior colleagues even though he owns the work package. Stakeholders value his technical insight, but his hesitation is slowing the team's cadence during iteration planning. To build Alex's confidence and long-term contribution, you decide to enter into a mentoring relationship with him. According to PMI best practices for mentoring, what should you do first to make sure the mentoring is purposeful and addresses Alex's specific development needs?
Discuss Alex's professional goals and expectations to tailor the mentoring process.
Provide Alex with a list of books and articles on improving decision-making skills.
Start by scheduling regular weekly mentoring meetings.
Immediately start answering any questions Alex has to help boost his confidence.
Beginning the mentoring process by discussing Alex's professional goals and expectations allows you to co-create a clear purpose, success criteria, and focus areas for development. This ensures that subsequent meetings, feedback, and resources are targeted and meaningful. Simply scheduling meetings, supplying reading material, or fielding ad-hoc questions may help later, but without first understanding Alex's objectives you risk providing generic guidance that does not resolve his confidence gap or align with career aspirations.
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