Uncover Your Working Identities as a Project Manager

 

By Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP

What’s the next step in your project management career? For some people, it’s hard to know what your mission is. For others, they like their jobs and also have side projects. And for some, their side projects become their day jobs.

I’m reading Working Identity, a very insightful book by Dr. Herminia Ibarra, an organizational psychologist. The book is about career transitions and how to find the next step in your career.

The author describes a career transition framework in three steps, based on her research and in-depth interviews:

• Crafting experiments
• Shifting connections
• Making sense

Reading this book, I wanted to share some thoughts about working identities as a project manager. Why is this important? According to me, it helps you build your career in the project management world and develop your elevator pitch. It also helps you to be more self-aware and self-confident in your abilities.

Possible selves as a project manager
My journey as a project manager began with my first role. I became a PM thanks to the sponsorship of a manager, so I thought it was luck—and I experienced impostor syndrome.

I observed how other PMs behaved and what was valued by the organization. There were project manager role models in the organization. I remember I tried to be stricter than I wanted to sometimes because I observed other people behave that way, so and I thought it was the right way to act. But were they the role models I wanted to identify with?

I wanted to take more time to onboard people. I developed documents, a glossary and an annex. No one asked me to do so, but for me it was the right approach. But I was not sure if it was the best path to follow.

So my formative years were full of questions, wrong assumptions and hesitations. I did not have a mentor in project manager, but I got feedback from my managers, my peers and my colleagues. I got more negative feedback than positive—or at least I listened more to the negative feedback:

• “You are not strategic.”
• “You do not communicate well.”
• “You should not have sent this email.”

These first working experiences contributed to the perception I had of myself, the labels and competences I thought I had—or needed to work on.

As years passed, I gained more self-confidence and developed different selves. I was initially a technical project manager, and I was proud of being technical and keeping up with the team. I’m now more of a leader project manager—facilitating solutions, creating collaborations across the globe.

If people tell me, “You’re not technical,” I reply: “I have a technical background, but don’t expect to become a technical expert.” And I’m comfortable with that answer.

Let us apply the framework described in the book to help inform how you move forward in your project management career:

1. Crafting experiments
This is what I discovered in 2018 by volunteering. I could experiment with new activities. I discovered I liked presenting webinars; I liked using visuals in presentations.

Do you want to work in a new industry? Perhaps you can volunteer in an organization there?

By exploring new paths, you’ll better define what you enjoy (and don’t). Sometimes, we have long dreamt of ideal roles and work. But in reality, they are not always the right fit.

2. Shifting connections
Be part of project management communities in your workplace. This is also a way to build bridges in the company and learn new working opportunities. Also be part of communities outside of your organization. You can also earn a certification.

Don’t limit yourself to just project management communities. I’m part of a coaching community and a marketing one. Are you afraid of not fitting in? Don’t worry—you’ll learn step by step.

Exchange ideas and experiences with people by chatting (online or in person).

3. Making sense
By experimenting, talking with people, asking questions and asking for feedback, you’ll pave the path for your PM career. Each experience will enrich your project manager identities. It takes time and courage.

We are all comprised of multiple traits, and we run multiple projects at work and in life. We have to acknowledge our diversity.

What working identities do you have as a project manager?