The Next Generation Project Manager 

Is it becoming old to be a mediocre project manager, complete mediocre projects, not be promoted, and receive mediocre feedback on your performance? At this very moment, you must comprehend something. To excel as a project manager, it is necessary to have more than just project management experience, PM knowledge & expertise, and certifications. Every project manager needs to take their game to the next level because of the increasing demands and difficulties in the industry. You risk falling behind if you do nothing now.

Novel Obstacles

Consider all the difficulties you encounter every day: Keeping motivated teams that are more difficult to shape and manage than previous ones. Adding new services at a faster rate to stay ahead of the competition. Keeping up with the ever-changing corporate rules, procedures, policies, etc. Dealing with customers' increasingly high expectations. Dealing with the increased demands placed on our business.

Being a project manager in the modern corporate world requires a different approach than the old-fashioned "tyrannical management and control" method. This is why, over the last three years, a large number of project managers across all sectors have been laid off. It became clear to upper-level management that conventional project managers were a drain on resources. Novel demands and anticipations were too much for them to handle. Conventional project managers are a drain on resources and a threatened species.

To overcome these obstacles, strong leadership is required. Justify your desire to alter your approach to management. Alright, I'll explain. The most effective motivator? An Executive. Whose thoughts and efforts are most profound and well-considered? A leader. Whoever sets lofty objectives and never backs down from struggle? A leader. When you need someone to be loyal, committed, and enthusiastic about their work, who do you call on? A leader. And who gets the promotion? A leader.

Leadership vs. the conventional project manager

Then why do we have so few strong leaders? There are many who think that the tried-and-true methods of "tyrannical management and control"—which include yelling orders, slapping people around, and calling them names—are more effective. While this may be effective in the short term, it will have a devastating effect on morale, teamwork, and productivity in the long run.

If you want to know if you're a conventional manager or leader, look over A Leader's 13 Core Competencies. If you want to stay in your present project management role or move up the corporate ladder, you need to know the difference between project management and leadership and which skills you should focus on developing.

Key Competencies for Leaders

Management Approach. Classical project management functions include oversight, control, and correction. It is the job of leaders to devise plans, ignite passion, and encourage followers.

Goals. Conventional project managers adhere rigidly to an infinite loop of internal procedures and prioritize short-term objectives. A leader is someone who looks at the big picture, has vision, is dedicated to the company's success, and acts as if they own a stake in it.

How I Think. Conventional project managers are content with small victories and cling to tried-and-true methods. The best leaders are those who are always learning and growing, who are open to new ideas and methodologies, and who encourage their teams to do the same.

Expressing thought. The old-school method of managing a project included talking at people, giving them orders, and engaging in one-way communication. Listening to colleagues and customers, embracing feedback in all its forms, and encouraging interactive communication are all hallmarks of effective leadership.

The feeling. Project managers in the traditional sense tend to be analytical and emotionally distant. Leaders inspire followers to feel something. They motivate both staff and clients to reliably accomplish objectives.

Have faith. Many conventional project managers have the belief that Murphy's Law will always be true. They keep a close eye on their workers at all times. There is a great deal of trust between leaders and their workforce.

Openness. Conventional project managers are proud of their inflexibility, their demand for proof of everything, and their inability to open their minds. When it comes to new ideas and people with diverse perspectives, leaders are open and welcoming of variety.

Do something. Conventional project managers often collect excellent ideas but seldom put them into action. They hesitate to act, think things over too much, and shun risk. A leader is someone who takes initiative, moves quickly, thinks critically, and isn't afraid to take calculated risks.

Mentoring. Mentoring and coaching are uncommon responsibilities of traditional project managers. Following protocols and checklists to the letter is their strong suit. Leadership entails assisting followers in forming the routines that will lead to greater achievement, delegating authority to make decisions, keeping tabs on progress, and offering constructive criticism.

Change. Conventional project managers are resistant to change and will do anything to keep things the same. The ability to initiate and embrace change, as well as to swiftly adjust to new circumstances, is a hallmark of effective leaders.

Frame of mind. Conventional wisdom holds that project managers are glum and unapproachable. Getting the boss's approval comes first, followed by the approval of staff and consumers. They are quick to pass judgment and place the blame on others. Realizing the power of a positive outlook, leaders treat everyone with dignity and respect, keep an impartial stance, apologize when necessary, and keep a positive attitude.

System of Values. There is a lack of familiarity with corporate values and a lack of documentation of individual or team values among traditional project managers. Because leaders think values direct people and because values are valuable in and of themselves, they write down and regularly review team and personal values.

Evaluation of Performance. Performance is seldom measured or reviewed by traditional project managers. And even then, the metrics are subjective, so workers have no idea how they're doing on a daily basis. As a leader, you should always be measuring data-based performance, keeping tabs on employee progress, encouraging employees to do the same, and using the results as a tool for training.

A Guide to Rising to the Top

How did you come to be a leader? Obviously not. Got what it takes to lead? Yes.

Real leaders are not born but rather developed. Conventional project managers, if they want to thrive in today's fast-paced corporate world, need to focus on honing the 13 leadership core competencies. You will achieve future success by consistently applying the basic competencies, receiving leadership training and coaching, and gaining experience.

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