Elevating Leadership: How Project Executives Can Avoid Common Pitfalls

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:

1. Identify the Problem: Understanding the core issue. Ask: “What is the problem?”
2. Assess the Severity: Evaluate the urgency and impact. Ask: “How serious is the problem?”
3. Timeframe Analysis: Determining how long the issue has persisted. Ask: “How long has the problem been going on?
4. Client Impact: Gauging the effects on client satisfaction and relationships. Ask: “What's the impact on the client?”?
5. Team Dynamics: Assessing the influence on other employees, subcontractors, and suppliers. Ask: “How is it affecting other employees, subcontractors, and suppliers?”
6. Intervention: Deciding who is best equipped to handle the situation. Ask: “Who should solve this problem?”?
7. 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.