Shift Conversations, Ignite Momentum

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In one of my coaching sessions with a PMO Director, we tackled a common challenge faced by many managers in complex projects: moving from feeling stuck, unheard, and undervalued to taking decisive, meaningful action. The project in question was implementing an ERP system to streamline project management in a growing engineering firm. With over 130 engineers, the company urgently needed this implementation to reach a new level of operational capability and better manage its engineering projects.

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Despite having a clear plan and all the necessary details ready for the ERP implementation, the PMO Director found himself bogged down in waiting for feedback and final approval from top management, which never seemed to come. He felt trapped in the cycle of seeking permission for every step, with the CEO being absent and unresponsive, leaving him frustrated and feeling ignored.

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Does this sound familiar?

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Step 1: Identifying the Block

At the start of our coaching sessions, the PMO Director expressed his frustration: “I can’t move forward without the CEO’s approval, but he never has time for this project. He’s always focused on commercial work, and it feels like he’s treating this important project—critical from a cost perspective—as secondary, even though he demands regular project reports and data. Without this ERP, we’ll never be able to deliver the weekly data he wants,” he said.

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Each time the PMO Director tried to take action—whether selecting software, defining deadlines, or setting up the new operational flows for ERP integration—he found himself pausing, sending endless emails, scheduling meetings with the CEO that were often canceled at the last minute, and ultimately losing momentum. He was stuck in the details, afraid to make decisions without the green light. The purchase contract had even been delayed for almost half a year due to the CEO’s lack of availability to address the matter.

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We discussed how this constant waiting for permission, instead of taking ownership, was the real reason he felt stuck. The project was essential, but it wasn’t just about the software or system—it was about managing his relationship with the CEO, holding the CEO accountable, and maintaining momentum for action.

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The Shift: Asking for "No" Instead of "Yes"

This might sound counterintuitive, and many managers might even dismiss this idea at first. However, when implemented strategically, it’s far more effective and appreciated—even by your manager—for taking action, being assertive, and keeping things moving toward results. Let me explain how the PMO Director made this shift.

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Instead of seeking permission, we focused on how to “ask for no” with a clear plan of action and a firm deadline. I explained the concept: “It’s about offering an opportunity for feedback and making it clear that you’re moving forward regardless.”

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In one of our follow-up sessions, the PMO Director shared his upcoming conversation with the CEO regarding the ERP system. He was planning to ask, “Do you approve of this solution for project management?” I suggested we reframe that question. Instead of seeking permission, we worked on how he could confidently say, “Please find the comparative analysis report for the ERP procurement. I’ve outlined the pros and cons of each option, and I’ve documented my final recommendation. I’m sending company XYZ our go-ahead for the implementation starting next Tuesday unless I hear differently from you.”

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At first, he was unsure: “But what if they don’t like it?” he asked. I reassured him: “You’ve done the research, you’ve tested the alternatives, and you’ve consulted with companies who have implemented each one. You know the risks, what’s appropriate, and what works best. This decision is within your role, and you’ve already thought it through. By giving the CEO a chance to say ‘no,’ but with a deadline, you’re showing initiative, leading the project, presenting concise, analysed data, and taking responsibility for your recommendations.”

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The Result: Confidence in Action

When the PMO Director approached the CEO with the revised message, it was a turning point. The CEO appreciated the clarity and decisiveness, and the final approval came without the need for additional discussions. Most importantly, the project didn’t stall. The PMO Director felt heard and was no longer paralyzed by waiting for approval. He moved forward with confidence, knowing that even if the CEO had concerns, they could be easily addressed in a focused discussion for which he was well-prepared. With the deadline in place, he saved time and maintained momentum.

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The best part? It worked. The CEO raised no objections, and the project continued as planned. The PMO Director took ownership of the next steps—from signing the purchase contract to implementing the pilot project, training the team, and integrating the system with existing and new workflows. He did all of this with urgency and purpose.

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The Power of Deadlines and Ownership

What was key to this shift wasn’t just the “no” or the deadline—it was the ownership. The PMO Director moved from a place of feeling stuck, constantly seeking approval, to being in control of the process. He stopped waiting for others to make decisions and started driving the project himself.

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By setting clear deadlines and communicating with confidence, he not only kept the project on track but also empowered his team. They saw their leader taking charge, and this energised them to step up as well. Everyone knew the plan, the deadlines, and their responsibilities. There was no room for uncertainty.

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The Takeaway: Bias for Action

The key takeaway for the PMO Director—and a lesson that I believe is crucial for any manager in a similar situation—is this: action beats indecision. The simple shift from asking for approval to confidently setting a course of action transformed this PMO Director’s approach. By giving the CEO a chance for feedback but taking the lead, he moved from being paralysed by waiting to fully owning the process.

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In the world of project management, especially with large teams and complex systems like ERP, the key to success is momentum. You can’t afford to remain stuck. Sometimes, all it takes to get things moving is to shift the dialogue you’re having with yourself and your team.

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Instead of asking, “Can I?” ask, “I’m going to do this unless I hear otherwise.” Add a deadline, and you’ll be amazed at how much progress you can make.

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The lesson? Don’t seek permission. Take ownership. Move forward. Be prepared with a clear plan and invite high-authority stakeholders to provide feedback by giving them a deadline. Usually, they’ll be happy you have a plan, and they’ll agree with it. If not, they’ll say no and request a meeting for alignment. Use that meeting to work out a shared understanding and keep moving forward. Even the smallest step is better than staying still.

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As a coach, I’m here to help you move from feeling stuck to taking bold, actionable steps. If this resonates with you, I’d happily guide you through your transformation journey.?I am here to help you through personalised coaching that will ultimately help you embrace this leadership transformation and take bold, actionable steps. If you have not done so already, why not reserve?your complimentary strategic session? Together, we’ll work on unlocking your full leadership potential and creating a lasting impact on your life and your organization.

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Until next time, keep thriving!

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Alina Florea

Your Management Performance Coach?

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Alina's partnership with leaders across the organizational spectrum catalyses transformative growth, enabling middle and senior managers to amplify their leadership and executive presence. Her tailored guidance fosters unwavering confidence and mastery over decision-making, equipping leaders with the tools to execute strategies that elevate their professional and personal success and their team's performance. Through her expert coaching, leaders achieve greater impact, motivation, and clarity, ensuring they excel and thrive in every facet of their lives.

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