As you ascend from a Project Manager to a Project Executive, the dynamics of your role undergo a significant transformation. This journey is not just a promotion; it’s a shift in the very essence of your leadership. You, who have been a beacon of problem-solving, now face a new challenge that could determine your success or failure in this elevated role.
The Crux of Leadership Transition:
- Why the Promotion? You earned your stripes as a Project Manager through your exceptional ability to solve problems, drive profitability, and achieve customer satisfaction.
- The Leadership Paradox: However, as a Project Executive, your role evolves. You are no longer in the trenches solving problems. Your focus shifts to overseeing Project Managers and guiding them.
The Problem Solver’s Dilemma:
- Beyond Direct Solutions: The transition requires a change in approach. It’s no longer about being the front-line problem solver.
- Coaching Over Solving: Your task is to nurture and develop the problem-solving skills of your Project Managers, effectively becoming a coach rather than a direct intervenor.
Avoiding the Micromanagement Trap:
- A Common Misstep: Many leaders, accustomed to being hands-on, struggle with this shift and inadvertently fall into micromanagement. This not only leads to personal stress but also hampers the growth and development of their teams.
- The Ripple Effect: Micromanagement can lead to frustration among team members, creating a stifling environment that impedes innovative thinking and growth.
Stepping Into Coaching:
- Your New Role: To navigate this change successfully, you must become adept at coaching your team in problem-solving.
- A Guiding Framework: I’ve developed a straightforward, 7-step process to assist in this transition, transforming every problem your PMs bring to you as a coaching opportunity. Use it whenever someone comes to you with a project problem to help them think through how to solve the issue.
The 7-Step Problem-Solving Framework:
- Identify the Problem: Understanding the core issue.
Ask: “What is the problem?” - Assess the Severity: Evaluate the urgency and impact.
Ask: “How serious is the problem?” - Timeframe Analysis: Determining how long the issue has persisted.
Ask: “How long has the problem been going on? - Client Impact: Gauging the effects on client satisfaction and relationships.
Ask: “What’s the impact on the client?” - Team Dynamics: Assessing the influence on other employees, subcontractors, and suppliers.
Ask: “How is it affecting other employees, subcontractors, and suppliers?” - Intervention: Deciding who is best equipped to handle the situation.
Ask: “Who should solve this problem?” - Action Planning: Outlining the next steps for resolution.
Ask: “What are the next steps?”
Facilitating Solutions:
- Resisting the Urge: In your role, you’ll likely grasp problems and solutions quicker than your team. However, it’s crucial to resist the urge to solve them directly.
- Empowering Your Team: Instead, focus on guiding your Project Managers through this process, enabling them to discover and implement solutions independently.
The Art of Patient Leadership:
- Listening and Guiding: You encourage a culture of learning and self-reliance by listening attentively and being patient.
- Watching Your Team Thrive: This approach not only addresses the immediate problem but also fosters a capable, confident, and empowered team.
Embracing your role as a coach and facilitator rather than a direct problem solver is the key to successful leadership at the executive level. By guiding your team through a structured problem-solving process, you solve immediate issues and cultivate a more robust, self-sufficient team poised for growth and innovation.
