Tag Archives: self-awareness

Gen Z as Project Managers – Shaping the Future of Work

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in May 2024)

In one of my early articles for The Critical Path (April 2022), I discussed the dynamic entry of Gen Z workers into a multigenerational workforce, where they interact with Millennials, Generation X, and the remaining Baby Boomers who are on the offramp for retirement. This generational diversity, I concluded, is a blessing. Leaders can harness the rich tapestry of wisdom, expertise, enthusiasm, creativity, and curiosity that each generation brings to advance work practices.

As more Gen Z workers join the workforce, I’m intrigued by how these digitally born and bred future project managers, with their unique values, aspirations, and work styles, will influence and blend with other generations in the evolving landscape of project management. Today, let’s explore this interplay and provide insights into maximising the potential of future Gen Z leaders.

The Gen Z Workforce: Digital Natives with Distinct Values

Gen Z, the newest entrants into the workforce, grew up with online platforms and social media, giving them unprecedented power to share their opinions, influence distant people and institutions, and question authority in new ways. This generation also faced the global pandemic during their early working years. Studies indicate that one-third of Gen Z took time off work due to stress and anxiety caused by COVID-19, a higher percentage than any other generation. Notably, 40% of Gen Z felt that their employers did not adequately support their mental well-being during the pandemic.

Flexibility and adaptability are paramount to Gen Z, who see these traits as critical for successful businesses. They value training to enhance their skills and knowledge, seeking organisations that adopt employee-centred human resource practices, support work-life balance, promote diversity and inclusion, and offer attractive compensation and career advancement opportunities. To support and retain Gen Z, organisations must understand what matters to and motivates this youngest generation.

The Growing Demand for Project Management Talent

The demand for capable project management resources continues to rise, prompting universities to offer more degrees in project management and graduating increasing numbers of project management-aware Gen Z cohorts. However, it’s crucial to ensure that this talent pool is equipped with the real-life experience and attributes necessary for successful project-based work. Early career project managers face challenges such as managing adversarial stakeholder relationships, adopting different project leadership styles, and responding to fast-paced industry changes.

Strategies to Attract and Retain Gen Z Project Professionals

With the impending retirement of Baby Boomers and the resulting loss of their valuable organisational knowledge and expertise, it’s essential to devise strategies to attract and retain Gen Z project professionals. Here’s how:

  • Understand and Value Gen Z: Organisations must understand what matters to this generation and appreciate them as valuable, inimitable resources capable of contributing to organisational success.
  • Address Skill Gaps: While universities are producing more project management graduates, organisations should recognise that Gen Z, despite their degrees, are still relatively inexperienced early in their careers.
  • Implement Mentoring Programs: Mentoring is a proven tool for attracting, developing, and retaining talent. Gen Z can greatly benefit from mentorship by senior professionals who can guide them through challenges, enhancing their confidence, satisfaction, performance, and retention.

By 2025, Gen Z will comprise approximately one-third of the labor market. To benefit from the talents and skills of this generational cohort, organisations cannot afford to overlook their needs, values, and beliefs. Embracing and integrating Gen Z into the workforce is not just beneficial, it is essential for future organisational success.

Beating Burnout – Strategies for Detecting and Defeating Team Burnout

Articles, ,

(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in July 2024)

Burnout is a growing concern among project teams, characterised by emotional exhaustion, cynicism, and reduced personal accomplishment. As a project manager, it’s crucial to recognise the impact of burnout on team performance, morale, and mental health. This article will discuss how project managers can observe, address, and prevent burnout to maintain a productive and healthy workforce.

Identifying Signs of Burnout

Common signs of burnout include fatigue, reduced productivity, increased errors, irritability, cynicism, and decreased motivation. Project managers need to pay attention to these signs and engage with team members to understand their experiences. Regular check-ins and performance reviews can help identify burnout before it escalates.

  • Regular Check-Ins and One-on-One Meetings: Frequent personal communication can help identify changes in an employee’s attitude, energy levels, and engagement.
  • Observation of Changes in Performance and Behaviour: Look for decreased productivity, increased absenteeism, and emotional signs such as irritability and frustration.
  • Anonymous Surveys and Feedback Mechanisms: Regular anonymous surveys about job satisfaction, work environment, and personal well-being can identify burnout symptoms without putting individual team members on the spot.
  • Workload Assessments: Regularly review workloads and deadlines to ensure they are realistic.

Encouraging Open Communication

Project managers should foster an environment where team members feel comfortable voicing their concerns and challenges. Encourage open communication by asking for feedback, actively listening, and providing constructive responses. Understanding your team’s needs facilitates a supportive work environment.

  • Different Projects, Different Cultures: Understand that each project may have its own work culture and strive to build one that values a healthy work-life balance.
  • Context Switching: Balance tasks against multiple priorities to prevent overload. Define task priorities accurately to avoid the pitfalls of context switching.
  • Encouraging Peer Support: Fostering an environment where peers can openly discuss their feelings and challenges can help identify burnout symptoms early.

Implementing Flexibility and Work-Life Balance

Work-life balance is key to preventing burnout. Support this balance by offering flexible work hours, remote work options, and extra time off as needed. Encourage breaks throughout the workday and set boundaries for after-hours communication.

  • Workload Management: Help team members prioritise their tasks and delegate when possible.
  • Flexible Work Schedules: Implement flexible working hours or remote work opportunities.
  • Encouraging Time Off: Actively encourage employees to take their allocated breaks, vacations, and personal days.

Prioritising Realistic Deadlines and Workload

Unrealistic deadlines and excessive workloads contribute significantly to burnout. Set achievable goals, delegate tasks effectively, and maintain a manageable workload for all team members. Encourage team members to ask for help or raise concerns if they feel overwhelmed.

  • Realistic Goal Setting: Set achievable goals aligned with team capacity and individual capabilities.
  • Adequate Planning: Discuss and reach a consensus on the scope of requirements at the planning stage to ensure development tasks are planned appropriately.
  • Guarding Against Scope Creep: Protect team members from additional overruns by maintaining a defensive stance on project scope.

Promoting Mental Health Awareness and Resources

Project managers should promote mental health awareness and provide access to resources, such as counselling services or mental health workshops. Destigmatising mental health concerns and encouraging self-care will help team members feel supported and empowered to prioritise their well-being.

  • Professional Development and Support: Provide training and development resources, mentorship programs, and opportunities for career growth.
  • Enhancing Workplace Culture: Regularly recognise and reward efforts, organise team-building activities, and provide wellness programs.
  • Access to Mental Health Resources: Offer counselling services, mental health days, and subscriptions to wellness apps.

Conclusion

Project managers play a pivotal role in addressing and preventing team burnout. By identifying signs of burnout, encouraging open communication, implementing work-life balance, prioritising realistic workloads, and promoting mental health awareness, project managers can ensure the well-being and success of their team members. A proactive approach to managing burnout not only enhances team performance but also creates a healthier, more sustainable work environment.