One misconception many new project managers bring to their role is a belief (or is it a hope?) that a particular methodology, the latest tool or a popular template will bring them success in their work.
It’s understandable, but it’s a misguided, often doomed way of thinking about your very critical role.
Focusing exclusively on processes or systems is dangerous because it could mean other equally important factors in your project’s success are being relegated to bit players, if not swept off the stage entirely.
The fact is, there will always be plenty of rules and requirements that tell you what to do. The best project managers always allow room for asking why and how.
That’s not to suggest project management fundamentals aren’t important. But once you’ve moved out of the classroom and into the world of personalities and problems, projects quickly become more than budgeting and scheduling.
Methodologies don’t complete projects, teams and individuals do. That’s where leadership skills are so important, and yet they still get labeled as soft—as if the ability to resolve conflicts, influence team members and convince stakeholders isn’t hard!
This kind of leadership requires credibility—along with intuition and decision-making, instinct and risk-taking. These qualities might be considered intangibles, but they can and quite often do make the difference between a project that bogs down as soon as it encounters its first crisis, and a project that nimbly navigates those choppy waters until is delivers as promised.
So that’s why you should make your credibility a priority — and manage it as your most important project of all!