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„"What do I do if I don't have an answer to an employee's question or a solution to a problem?" Is it acceptable for a project manager to be perplexed or without a solution? Will they still be taken seriously? My answer: Yes, of course, if… And that "if" is what we'll be discussing today.
There may have been times when leaders (who were then called kings, patriarchs, or dictators) believed they knew what was best for their subordinates. This was achieved thanks to divinely ordained privileges, coupled with a healthy dose of self-interest. The subordinates simply didn't know any better or didn't dare to rebel. Metaphors like that of the knowing and protective shepherd and his obedient (and dim-witted) sheep lent this relationship of dependency a romanticized air. What was conveniently omitted: sheep that didn't perform were slaughtered.
This image of leadership unfortunately still lingers in some minds. Elite circles love to perpetuate the myth of the omnipotent super-boss. How else can exorbitant manager salaries be justified? This cliché is further reinforced by the film industry: ultimately, one strong man is enough to save the world; everyone else is just an extra. Note also the strongly masculine, testosterone-fueled perspective on leadership.
From shepherd to moderator and coach
But project managers don't herd sheep; they typically work with highly qualified staff. Projects aren't a landscape through which an experienced shepherd calmly and serenely leads his flock with his dog, but rather a jungle of diverse, often unpredictable tasks, dependencies, and events. The reality of project management very quickly leaves its mark on the supposed superheroes.
To maintain the superhero image at least until a career advancement prevents exposure, several commonly used strategies exist: disguise and deception towards those above, and subservience to those below. Surely that can't be the answer!
However, there is a way to lead successfully without subjecting oneself to the unrealistic pressure of having to have an answer for every question and a solution for every problem. This way may require a paradigm shift in leadership approach:
Leadership – or in our case, project management – is less about showering answers and solutions down from the lofty throne of the all-knowing onto obsequious subordinates. Rather, it focuses on shaping and guiding decision-making and problem-solving processes in line with business objectives.
It's more about moderating or coaching processes. This allows you to fulfill your leadership role even if you can't conjure up a solution out of thin air. In fact, you'll be much better suited to the role of a leader of highly skilled employees if you guide the process rather than dictating ready-made solutions. This strategy offers significant advantages:
- They free themselves from the pressure of being a superhero, who is often debunked by annoyed colleagues.
- They reduce the risk of wrong decisions because they reduce the risk of blind spots and one-sided perspectives.
- They increase the chance of finding solutions you might not have considered. Particularly interesting in this context are solutions that none of the participants would have found without the contribution of the others.
- They recognize, develop, and utilize the potential of their employees.
- You develop your employees' awareness of problems and responsibility by involving them in the solution and decision-making process.
- They actively demonstrate their appreciation for their employees by showing them the importance of their knowledge, experience, and skills for shared success.
- Intensive collaboration strengthens the sense of belonging.
The project manager remains responsible for 100%
In addition to the positive effects on problem-solving, the motivating effect of this leadership style should not be underestimated. Active participation in developing a solution increases the willingness to actively participate in its implementation.
Please don't misunderstand me: Project responsibility remains firmly with the project manager! Anyone who thinks they can hide behind the team by involving them more in solution processes and decisions is mistaken. This doesn't mean the project manager should withdraw from the technical aspects, but simply that they shouldn't do so at the expense of the project or the development and motivation of the team members.
As leadership shifts away from technical advice and instruction towards process design, process control, process facilitation, or process coaching, so-called soft skills are gaining considerable importance. The ability to communicate effectively in a situation- and person-appropriate manner is, in turn, THE key competence when it comes to successfully guiding processes such as delegation, team building, conflict resolution, problem-solving, decision-making, innovation, or change management.
Key competence: Communication
Depending on when, where, and with whom these processes take place, a variety of communication methods—the "how"—come into play: questioning techniques, visualization, negotiation methods, metaphors, feedback, and perspective shifts, to name just a few. Those who skillfully and effectively guide processes using the full range of communication techniques can easily cope with the inevitable gaps in their expertise.
Neglecting or unprofessionally designing the process level and communication in favor of technical details not only hinders the development of the team's potential, but also the development of the project manager's leadership skills.
You might rightly say: In small teams or projects, the project manager also needs to be technically competent. Yes, you're right. However, priority should be given to fulfilling the project management role and thus to process design, control, and optimization.
Let's return to shepherds and sheep. I believe this metaphor has become obsolete in modern companies. Any project manager who wants to be the all-knowing shepherd shouldn't be surprised if they soon find themselves dealing with nothing but sheep. I know I'm being unfair to the sheep here, because they're not as stupid as they're often portrayed.
The project manager is primus inter pares (first among equals) when it comes to the creative design and successful implementation of processes. At the same time, they help everyone on the project team to find and develop their full potential and thus their own leading role.
Further information
Training & coaching
MicroConsult Training & Coaching on project management
MicroConsult training and coaching - overview
Food for thought:
Column by Peter Siwon about the human side of project work
Peter Siwon: Systemic project management
