So, you're a Project Manager

Congratulations, you're up for a wild ride.

Almost anything can be a project, from constructing a new spacecraft to planning your kid’s first birthday party. All you need is a clear goal, an understanding of the steps to achieve it efficiently, and the resources to execute it.

Over the past couple of decades, experts have developed a wealth of knowledge, resources, tools, and techniques to help project managers combat chaos and uncertainty. You can even get certified and use specialized project management software.

But you know what?

You can’t outsource the good judgment and common sense needed to successfully complete a project. You’ll need stamina, courage, and a deft touch when handling sensitive situations. Importantly, let go of the illusion of control. It sounds counterintuitive, but it will save you a lot of frustration.

Think of project managers like herding dogs. Large, complex projects with multiple stakeholders are like a herd of sheep. Each sheep knows it belongs to the herd, but occasionally, a few stray for greener pastures. Sometimes they fight, and sometimes the herd panics. The herding dog breaks up fights, regroups strays, and calms everyone after a scare. They might even get headbutted or trampled occasionally. Herding dogs are experts in guiding stubborn individuals to behave as a team.

Do you see what I mean? A project manager’s job is to ensure every stakeholder can work peacefully and safely according to the project plan, with minimal pain and headaches.

People: The Real Project Challenge

Let’s cut to the chase: the main problem in projects isn’t time, cost, or scope—it’s people and their personalities.

Sometimes, you get to pick your team. For the rest, it’s a lottery. You might work with amazing professionals who become friends, or with a tough crowd with irreconcilable differences.

Most people aren’t ill-intended, but certain personalities and behaviors can negatively affect your project. After years in this field, I’ve curated a list of the top eight most toxic personalities in projects:

1. The Needy: They can’t or won’t work without input from others. They are behind every ‘chicken and egg’ dilemma delaying progress. Break their information needs into smaller pieces and deliver periodically to satisfy their requests. It will take a lot of dreadful micromanaging, but you will eventually see the end.
2. The Ominous: They predict failure without offering solutions. They will hijack every meeting to voice their omens. Ask them to follow up offline and listen to their concerns; their gloomy outlook can reveal critical failure points.
3. The Powerless: They seem unable to make decisions, and they need to double-check everything. It takes a lot of back-and-forth to get things done. Encourage decision-making empowerment and anticipate potential decision points to give them offline discussion time.
4. The Busy Bee: They commit but forget. The only actual work put on the project is when they attend a meeting. Use rigorous action logs to build accountability and discuss adding more resources for follow-up work.
5. The People Pleaser: They praise everyone's ideas, even if conflicting, causing chaos. It takes long to identify them because they are always so supporting. Be self-aware and play devil’s advocate to focus on their genuine opinions.
6. The Rude: They lack filters and can be offensive. Some of them are quick to act on prejudice and old grudges; some will bully teammates. Establish and enforce a zero-tolerance policy for rudeness to maintain a professional environment.
7. The Old Glory: They live off past achievements and contribute minimally. They believe their sole presence is already a contribution. Take a deep breath, finalize the work, and bid them good riddance when it’s done.
8. The Professional Networker: They’re masters of personal branding and appear linked to every hot topic or initiative. Since they’re driven by ego and self-interest, they’ll love-bomb you or turn against you depending on the circumstances. Don't bite their bait: do some research to check their actual contributions and talk to past collaborators before engaging.

Experience helps you recognize these red flags early and strengthens your mitigation strategies. Don’t take it personally. It’s usually not about you or your project.

Be generous. Sometimes people are just going through a lot. That difficult person might be invaluable in their current project. You might also want to check yourself. How likely it is that a a project manager somewhere has your name in a black list?

Advice to My Younger Project Manager Self

If I could travel back in time, here’s the unsolicited advice I'd give to my younger self. Consider this your survival guide for the wild ride of project management.

1. Manage Your Time: Overworking is as bad as procrastination. Take time to breathe and reflect, or risk losing focus and quality.
2. Look Back Occasionally: If you’re having an ‘existential’ crisis, revisit your scope and purpose.
3. Mind Your Temper: Be aware of traits that make your work harder. Impulsiveness or over-assessment can affect your work and others’.
4. Choose Your Battles: Not everything is worth the fight. Learn to read the room and distinguish between rants and discussions.
5. Keep Learning: Experience helps, but always be open to new methods. Ask questions and seek clarity.
6. Practice Courage: Make decisions and own the consequences. You’ll sometimes fail, sometimes win, and sometimes struggle. Keep practicing.

This article was written by me, a human, in English.

Since it's not my first language, I used AI to help me correct any spelling and grammar mistakes. If you still find some, it's because I can't stop editing.