Think of it like this: Project managers are the master builders. They take a blueprint (the vision) and meticulously construct the building, ensuring it’s delivered on time, within budget, and to specifications. They excel at:

• Execution: Translating vision into concrete plans, managing resources, and navigating challenges to deliver tangible results.
• Optimisation: Fine-tuning processes, allocating resources efficiently, and ensuring the project stays on track.
• Problem-solving: Identifying and addressing roadblocks, mitigating risks, and finding solutions to keep the project moving forward.

People leaders, on the other hand, are the architects. They envision the grand design, inspire others to contribute, and foster a collaborative environment where individuals thrive. They excel at:

• Vision: Imagining the future, identifying opportunities, and articulating a compelling “what could be.”
• Cultivation: Nurturing talent, empowering individuals, and creating a culture of growth and development.
• Inspiration: Motivating and engaging others, fostering a shared sense of purpose, and driving collective achievement.

The Pitfalls of Mismatched Roles

Pushing a project manager, like Adam, into a people leadership role when they lack the inclination or aptitude can have detrimental consequences:

• A “visionless” organisation: Without a leader who can articulate a compelling vision and inspire others to achieve it, the organisation may stagnate and lose its competitive edge. It’s like a ship without a captain, drifting aimlessly.
• Unhappy followers: Team members crave direction, inspiration, and opportunities for growth. A leader who lacks these qualities can lead to disengagement, demotivation, and ultimately, attrition. It’s like a garden left untended, withering away.
• A discouraged project manager: Failing in a role they were neither equipped for nor desired can damage a project manager’s confidence and potentially hinder their future performance. It’s like asking a fish to climb a tree – it goes against their nature.

The Importance of Self-Awareness and Honest Conversations

The key is to foster a culture where individuals can honestly assess their strengths, interests, and career aspirations. If you’re a project manager considering a people leadership role, ask yourself:

• Do I enjoy developing and empowering others?
• Am I comfortable with setting a vision and inspiring others to achieve it?
• Do I have the skills to build a high-performing team and navigate interpersonal dynamics?

If the answer to these questions is a resounding “yes,” then a people leadership role might be a good fit. But if your passion lies in delivering exceptional projects, there’s absolutely no shame in pursuing that path.

Organisations should value and celebrate both project managers and people leaders, recognizing their unique contributions to success. Just as a symphony orchestra needs both talented musicians and a skilled conductor, a thriving organisation needs both project managers to execute and people leaders to inspire.

Remember: Choosing to remain a project manager is not a “lesser” path. It’s a valuable and fulfilling career choice that plays a crucial role in achieving organisational goals. Embrace your strengths, pursue your passions, and contribute your unique talents to the world.