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McKinsey & Company Bain & Company Hiiii! I’ve been at my job for a year and a couple of months now & I’ve gotten rather bored because the work is repetitive, not challenging, and hasn’t really allowed me to learn or grow as much as I would’ve liked to. Given how I’m still paying a ton of money for my postgrad in Business Comms (that I haven’t really gotten the chance to use), I’ve been thinking of entering the world of consulting. Any word of advice? PwC McKinsey & Company Bain & Company Boston Consulting Group KPMG
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Coach
Okay, first of all, everyone feels lost at the beginning of a new job, that’s normal. It usually takes a couple months before you start feeling comfortable, especially if you started remotely.
Regarding managers calling out small mistakes - for junior roles, they need to know you can get the basics correctly before they can trust you with more complex stuff. Install Grammarly, re-read everything three times before sending it out (and especially client comms), that’s easy. The earlier you correct those things, the better.
Coach
DoP1 nailed it.
Coming from the perspective of a manager than manages Project Coordinators and Project Managers — I have one coordinator (similar to you, new to the industry, new to the work force really) that I feel I have to be more micro-managey with / nitpicky even. Which I hate. I wish I didn’t. But I am invested in his success. And to someone’s point earlier — I really have to see he can get down the basics without mistakes and there is a certain level of expectation I need him to meet. BUT — when I correct/give feedback with him 1:1 it’s because I want to make sure he’s gaining credibility in his project teams. My intention is to set him up for success in the agency.
And — there are plenty of managers who wouldn’t take the time. They’d just see after a while that maybe you “aren’t the right fit” — If they’re investing a lot of their time in developing you right now it’s a good sign. They see your potential.
Id recommend this— ask them straight up what you’re afraid of: do you feel I have developed at an adequate pace in this role? Are there things I can be doing more of to continue? Where do I need to be within the year? Where do I need to strengthen?
I promise you that the constructive feedback you get back won’t shatter you. You’ll know where you stand. You’ll show that you have a desire to grow and — maturity!!!!
And keep your head up — project management (especially at an ad agency) is really hard stuff. Dealing with lots of ambiguity, interpersonal relationships, faced paste environments, etc. it’s not easy.
And last point — in that same conversation where you ask for feedback — voice to your manager what you NEED to feel supported. It should go both ways.
As a more senior person currently onboarding a jr PM onto an account where the role is new and the person is brand new to a PM role, I can provide some perspective from my end.
- As a PM, attention to detail is incredibly important - table stakes when it comes to the role. While it may feel nit-picky, your manager may be trying to help establish the incredibly important foundations of PM in order to support your career development and growth as a PM
- with the 1:1 meeting recaps, your manager may be trying to lead by example to show how important those recaps are. It’s a bit of an indirect approach, so I would just ask your manager directly. And as someone else suggested, look at meetings where you might be expected to send recaps and discuss this with your manager for alignment
- I agree with another poster that your manager is likely just trying to support your development vs. trying to micromanage or “gather evidence” against you. It shows that they care and are invested
- Also agree that having a direct conversation with your manager is the best approach. Take all the guessing and worrying out of it. You’ll probably feel a lot better. The questions another person posted for having this conversation are spot on
- It can be tough coming into a new role that is not established - especially a PM role where a lot of agency folks don’t truly understand the role of PM and how to best utilize you. It will be part of your job to show them. To find the opportunities where you can best support. You’ll get there - the fact that it’s challenging means that you’re growing!
Who is a BRene Brown?
To add, if they are sending meeting recaps of your 1:1, they are really watching you. They are documenting the conversations. Might not be a good sign.
They’re probably not the right fit. Forget about the fact that you’re new.
They are calling out small micro mistakes that matter to them. These may not matter elsewhere & it’s ok. It’s just something that your colleagues really care about.
Either you keep the grammar nazi’s happy or you find those who value end results more.
Getting a date wrong isn’t bad grammar - it’s an important thing to correct. New junior hires need a lot of instruction, and that’s okay! Sending a recap after a meeting is standard for project management.
Recaps are standard but it’s not like mandatory it really depends on everyone’s style. I’ve had some managers send me recaps but some don’t. Overall tho yes it’s them monitoring but it also gives you room to prove that you are taking their feedback and improving …. Then boom you can ask for promotion etc
It’s also better they let you know what’s incorrect so you can improve. Or you end up carrying the issues to new roles which is why you’ll see some PMs aren’t great and still aren’t after like 10 years of experience. But in general you can also reiterate to them it’s a learning process for you. Find someone whose a SPM whose not on your immediate team and shadow them on what works and what doesn’t.
I remember when I was mentoring a junior PM it was a bit difficult at first but she did let me know me helping her by correcting her and walking thru more processes with her made a big difference.
This is tough. I started in the same position and I understand why you are overwhelmed, but being a PM requires a HIGH level of detail and making mistakes like that can significantly impact a project. Double/triple check your work and understand that your boss is pointing out your mistakes so you don’t make them again.
I have been a new PM at a marketing agency before and it was a wild time. Lost and not supported is par for the course (in my opinion), but the micro-managing not so much.
Try to be nicer to yourself while you are riding this learning curve. Find the grace even when you are being called out.
You caught my date mistake. I might say, “Ah, thanks so much for your keen eye. Teamwork makes the dream work. I was able to get that quickly corrected with the brand team.” An ad agency should be pretty casual and laid back, but find a way to learn the current state of things by talking to the people doing the work.
Also everyone’s PM style is very different. After being in 3 agencies and working with so many PMs I see some people are better PMs compared to others. You’ll notice as you learn from others and then see the impact they have. Just be mindful of that because titles sometimes … sometimes don’t really mean anything.
I started a new position in August too. Since we are remote, they requested 1:1 meetings almost daily for a month. This was more guidance than micro-management; in those meetings, I was able to ask about relationship nuances, communication styles, and things to improve (from my performance and previous PM's failures.)
I don't always send recaps after meetings. Still, I do close with actionable items and a quick overview of what we talked about since we are a creative agency, and conversations can very quickly take tangents.
If they are calling out a wrong date sent to the clients, that’s a key piece of information for a project. They probably want you to stay on top of these things and don’t communicate it in the best way.
I’ve found a good ally in the account team, at the end they are the ones that are handling the clients and need things delivered. Look for your own allies and develop relationships. You’re helping them and they’re helping you.