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What do you do if your program management leader is not meeting their key responsibilities?

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As a program manager, you are responsible for overseeing multiple projects and ensuring they align with the strategic goals and objectives of your organization. But what if your program management leader, the person who provides you with guidance, support, and direction, is not meeting their key responsibilities? How do you handle this situation without compromising your own performance, credibility, and relationships? Here are some tips to help you deal with a failing program management leader.

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Ravneet Singh Goomber

Software Quality Manager | Technical Program Manager | Data Analytics | Process Improvements | DevOps | Automation |…

1 Identify the problem

The first step is to identify the specific problem or issue that is affecting your program management leader's performance. Is it a lack of skills, knowledge, or experience? Is it a personal or professional crisis? Is it a communication or collaboration breakdown? Is it a mismatch of expectations or priorities? Is it a conflict of interest or ethics? By clearly defining the problem, you can better understand its root cause, impact, and potential solutions.

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Edna Liliana Rodriguez, PMP? and MSc in CSR

Top Corporate Social Responsibility voice - Ingeniera, consultora, directora y profesora en estrategia, sostenibilidad, RSE y ASG
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Desde la ética, es esencial identificar posibles comportamientos de abuso de poder o deslealtad hacia la compa?ía por parte del líder de programas. Esto implica evaluar si se derivan de acciones inapropiadas en el uso de recursos, manipulación de información o falta de respeto hacia la propiedad intelectual. Tales acciones podrían indicar una priorización de los intereses personales sobre los de la organización. Entonces, es necesario desarrollar políticas claras de conducta ética y promover una cultura basada en sólidos valores éticos. La confianza depositada en un líder se extiende a todas las relaciones comerciales, por lo que es crucial fomentar la transparencia, lealtad y coherencia en todas las prácticas comerciales.

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2 Communicate your concerns

The next step is to communicate your concerns to your program management leader in a respectful, constructive, and professional manner. Choose an appropriate time and place to have a private conversation, and avoid accusatory or emotional language. Focus on facts and evidence, and explain how the problem is affecting your program, your team, and your stakeholders. Provide specific examples and feedback, and ask for their perspective and input. Listen actively and empathetically, and try to find common ground and mutual understanding.

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3 Seek support and guidance

The third step is to seek support and guidance from other sources, such as your peers, mentors, sponsors, or senior leaders. Depending on the nature and severity of the problem, you may need to escalate the issue to a higher authority or involve a third party mediator. You may also need to seek advice or coaching on how to manage your program effectively despite the challenges posed by your program management leader. You may also need to network and build relationships with other program managers or leaders who can offer you alternative or complementary viewpoints and resources.

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4 Adapt your approach

The fourth step is to adapt your approach to your program management based on the feedback and information you have received from your program management leader and other sources. You may need to adjust your goals, plans, processes, or methods to accommodate the changing circumstances or expectations. You may need to delegate more tasks, collaborate more closely, or communicate more frequently with your program management leader. You may need to be more proactive, flexible, or creative in finding solutions to problems. You may also need to protect your own interests, reputation, and well-being by setting boundaries, documenting your work, and managing your stress.

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5 Evaluate the outcome

The final step is to evaluate the outcome of your actions and interactions with your program management leader. Has the problem been resolved or improved? Has the relationship been restored or enhanced? Has the program been delivered or sustained? Has your performance been recognized or rewarded? Has your learning or growth been advanced or supported? By assessing the results of your efforts, you can determine if you need to continue, modify, or stop your current approach, and if you need to celebrate, acknowledge, or address any achievements or issues.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Ravneet Singh Goomber

Software Quality Manager | Technical Program Manager | Data Analytics | Process Improvements | DevOps | Automation | AI/ML | PowerBI
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Another approach we can take is talk in private. Set up a meeting just for you and the program leader. Tell them about your worries and what you've noticed. Be calm and friendly. Show examples to explain your concerns and ask them what they think too. Work on building a good relationship with the program management leader.

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What do you do if your program management leader is not meeting their key responsibilities?

1

2

3

4

5

6

1 Identify the problem

2 Communicate your concerns

3 Seek support and guidance

4 Adapt your approach

5 Evaluate the outcome

6 Here’s what else to consider

Program Management

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What do you do if your program management leader is not meeting their key responsibilities?

1

2

3

4

5

6

1 Identify the problem

2 Communicate your concerns

3 Seek support and guidance

4 Adapt your approach

5 Evaluate the outcome

6 Here’s what else to consider

Program Management

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