The MisUsed Project Managers: Stop Undervaluing Their Leadership

Introduction

Are you misusing your Project Managers? Are you letting their leadership skills go to waste? Do you really know what a Project Manager should and could be doing for your organisation? The truth is, your PMs might be doing less than they’re capable of, and it’s hurting your organisation more than you think. When you don’t take full advantage of their skills, you’re not just missing out on getting things done, and you’re putting your projects and goals at risk. It’s time to rethink how you’re using this important role.

The Common Misuses of Project Managers

Let’s face it; a Project Manager isn’t just another part of the company machine, we’re supposed to be the ones driving it forward. But too often, PMs are given tasks that completely miss their real value. Unfortunately, I’ve been in each of these roles at some point in my career.  

1. The Note-Taker: Your PM has the skills to lead a project from start to finish, yet they’re stuck taking notes in meetings. This is frustrating for a PM who wants to contribute with strategy and leadership, not just paperwork.  
2. The Admin Assistant: When your PM is busy booking meetings and handling clerical work, their ability to lead the project takes a backseat. These tasks are important, but they’re not why you hired a PM.  
3. The All-in-One: Some companies expect their PMs to be superheroes, managing everything from budgets to coding and even customer support. This isn’t just unrealistic; it’s a fast track to burnout. Your PM should be leading the team, not getting overwhelmed by tasks that others could handle.  
4. The Crisis Manager: Only calling in your PM when things go wrong? That’s a huge waste of their potential. PMs should be leading the project to avoid problems before they happen. We should be proactive, not reactive. Waiting until there’s a crisis before involving your PM takes away their ability to guide the project effectively from the start.  
5. The Overlooked Leader: Imagine having someone on your team whose insights could make your project a success, but no one’s listening. This is the reality for many PMs who find their strategic advice ignored. When a PM’s voice isn’t heard, it’s not just the PM who loses; the whole project suffers.  

The Consequences of Misuse

When PMs like us are misused, it causes problems throughout the entire organisation. We’ve all seen it: projects get delayed, budgets go off the rails, and deadlines are missed. But it’s not just about the numbers. Misusing your PMs damages the culture, lowers morale, and leads to high turnover. Let’s be honest, talented PMs won’t stay in a place where they’re undervalued and underutilised. I’ve been there myself, and it’s incredibly frustrating to see my skills being wasted. In fact, I’ve left jobs because my abilities weren’t being appreciated, and I know others have done the same.  

What’s often missed is how this misuse weakens the skills that make us valuable in the first place, such as leadership, communication, and problem-solving. Watching these skills go unused isn’t just frustrating; it’s disheartening. I’ve seen it happen, and it’s a big reason why good PMs choose to leave.  

The Soft Skills of a Strong Project Manager

A strong PM isn’t just about Gantt charts and timelines. Our true value lies in our soft skills, the very abilities that help us navigate the complexities of any project. I’ve relied on these skills throughout my career, and they’ve made all the difference in driving projects to success.  

• Leadership: Your PM should be leading teams, not just managing tasks. I’ve worked hard to inspire, motivate, and guide my teams toward a common goal, ensuring everyone is aligned and moving in the right direction. It’s this leadership that keeps projects moving forward smoothly.  

• Communication: A great PM knows how to communicate clearly and effectively, keeping all stakeholders informed and making sure everyone is on the same page. In my experience, effective communication has bridged gaps between different teams and departments, preventing misunderstandings and keeping everyone aligned.  

• Problem-Solving: Every project hits roadblocks and bumps in the road. A skilled PM anticipates these issues and develops strategies to keep the project on track. I’ve learned to be proactive, not just reacting to problems but actively identifying risks and mitigating them before they turn into bigger headaches.  

• Adaptability: The ability to pivot when things change is crucial. I’ve found that adapting quickly to new information or shifting priorities keeps the project moving forward, no matter what. I’m always on the lookout for workarounds and alternative solutions to ensure the project stays on track.  

• Emotional Intelligence: Understanding team dynamics and managing stress within the team are often overlooked, but they’re critical to maintaining a healthy, productive work environment. I’ve seen how high emotional intelligence can keep the team engaged and motivated, even when things get intense, and it’s a skill I’ve worked hard to develop.  

• Time Management: Juggling multiple tasks and deadlines is part of our daily routine as PMs. I’ve honed my ability to prioritise, ensuring key milestones are hit without compromising the quality of work.  

• Stakeholder Management: Keeping everyone happy isn’t easy, but a good PM knows how to manage expectations and communicate progress effectively. I make it a priority to ensure everyone feels involved and valued, which has been key to maintaining strong relationships and smooth project progress.  

The Rise of Fractional PMs: A Flexible Solution

The concept of the Fractional PM has become more popular. It’s a flexible and cost-effective solution for companies that need high-level project management skills but may not require a full-time PM. As a Fractional PM, I manage projects on a part-time or contract basis, bringing the same strategic oversight, leadership, and communication skills as a full-time PM, but with greater flexibility and often at a lower cost.  

This model allows organisations to tap into top-tier project management talent precisely when and where they need it, without the overhead of a full-time hire. But even in a fractional role, it’s crucial that these PMs are utilised correctly, focusing on strategy, leadership, and problem-solving rather than getting bogged down with administrative tasks. When engaged effectively, fractional PMs can help companies navigate complex projects with precision and expertise.  

How to Properly Utilise PMs?

So, how can you make sure you’re getting the most out of your PMs and, in turn, improve your project outcomes? As someone who’s been on both sides, I’ve seen firsthand what works and what doesn’t. Here’s how you can make the most of your PM’s potential:  

• Define the Role Clearly: Make sure your PMs know exactly what’s expected of them, and that it’s aligned with their skills and experience. Don’t bury them in administrative tasks that take them away from the strategic and tactical work they were hired to do.  

• Empower Your PMs: Give us the authority to make decisions and lead our teams. Trust us to drive the project forward, and don’t undermine our leadership by making decisions without our input.  

• Provide Support: Ensure your PMs have the resources they need to succeed, including a team that can handle the administrative and technical tasks outside our purview.  

• Invest in Development: Continually invest in developing your PMs, focusing not only on project management and technical skills but also on leadership, communication, and other interpersonal skills.  

Wrapping Up

A PM isn’t just a note-taker, an assistant, or just a crisis manager; we are the glue that holds the project together and drives it to success. Misusing a PM not only wastes their potential but also harms your organisation in ways you might not immediately see. By properly utilising your PMs, whether full-time or fractional and leveraging their full range of skills, you’re not just ensuring project success; you’re building a stronger, more resilient organisation. How are you ensuring that your PMs are set up for success? Take a moment to reflect: Are your PMs empowered to lead, or are they being held back by tasks that don’t align with their true value? The actions you take today could be the difference between achieving your goals and falling short.