Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Colleagues,
I’d love to hear about your experiences handling transitions in project leadership. In a recent program I supported, the leader was given a new assignment and another colleague was designated to follow the plan. However, this colleague isn’t really pushing the agenda and often relies on the former leader, who is increasingly focused on their new responsibilities.
I've had to step in several times to keep the plan moving forward. Have you encountered situations like this? How have you managed them?
I'm eager to hear your stories and strategies!
Thanks in advance for sharing! Francisco
Saving Changes...
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Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Francisco Herrera What you describe can arise from several different scenarios and understanding which one you’re dealing with makes all the difference.
It’s not always about willingness or motivation; quite often, the real issue lies in the diagnosis of what’s being delegated and under what conditions.
From experience, I’ve seen at least four recurring patterns:
1. Formal delegation without real authority.
The new leader has the title, but not the mandate or trust to decide.
2. Delegation without purpose.
The person knows what to do, but not why, which naturally leads to hesitation.
3. Delegation without preparation.
The former leader moves on without coaching or a clear handover, leaving a capability gap.
4. Dependent delegation. The previous leader remains the informal reference point, slowing the new leader’s autonomy.
Each scenario calls for a different response:
- Reinforce visible autonomy when authority is missing.
- Re-contract purpose and direction when clarity is weak.
- Provide coaching or structured shadowing when skill gaps exist.
- And above all, transfer trust, the invisible element that cements every transition.
Delegation is never just about distributing tasks; it’s about cultivating continuity with consciousness.
When diagnosis, preparation, and support are done well, delegation becomes a lever for growth for the individual, the team, and the system as a whole.
True delegation is leadership multiplied, not merely transferred.
...
1 reply by Francisco Herrera
Oct 20, 2025 8:07 PM
Francisco Herrera
...
Luis Branco on true delegation is not just about distributing tasks, but about fostering continuity and growth. It's crucial to diagnose the specific scenario—be it issues with authority, purpose, preparation, or dependency—and tailor responses accordingly. Whether it's reinforcing autonomy, clarifying purpose, providing coaching, or building trust, effective delegation multiplies leadership, benefiting individuals, teams, and the entire organization.
Francisco
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
Great topic, Francisco, I’ve been there too. When leadership gaps appear, I focus on maintaining momentum and clarity rather than waiting for direction. I make sure the team knows what’s next, keep communication flowing, and align decisions with the original objectives. Stepping up doesn’t mean taking over, it’s about safeguarding progress until leadership realigns. These moments often reveal who’s ready to lead when it matters most.
...
1 reply by Francisco Herrera
Oct 21, 2025 2:52 PM
Francisco Herrera
...
Lissette when leadership gaps arise, maintaining momentum and clarity is essential. Instead of waiting for direction, it's crucial to ensure the team understands the next steps, keep communication open, and align actions with the project's objectives. By safeguarding progress, you're not taking over but providing stability until leadership realigns. These situations can uncover potential leaders who are prepared to step up when needed.
Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Oct 17, 2025 2:15 PM
Replying to Luis Branco
...
Francisco Herrera What you describe can arise from several different scenarios and understanding which one you’re dealing with makes all the difference.
It’s not always about willingness or motivation; quite often, the real issue lies in the diagnosis of what’s being delegated and under what conditions.
From experience, I’ve seen at least four recurring patterns:
1. Formal delegation without real authority.
The new leader has the title, but not the mandate or trust to decide.
2. Delegation without purpose.
The person knows what to do, but not why, which naturally leads to hesitation.
3. Delegation without preparation.
The former leader moves on without coaching or a clear handover, leaving a capability gap.
4. Dependent delegation. The previous leader remains the informal reference point, slowing the new leader’s autonomy.
Each scenario calls for a different response:
- Reinforce visible autonomy when authority is missing.
- Re-contract purpose and direction when clarity is weak.
- Provide coaching or structured shadowing when skill gaps exist.
- And above all, transfer trust, the invisible element that cements every transition.
Delegation is never just about distributing tasks; it’s about cultivating continuity with consciousness.
When diagnosis, preparation, and support are done well, delegation becomes a lever for growth for the individual, the team, and the system as a whole.
True delegation is leadership multiplied, not merely transferred.
Luis Branco on true delegation is not just about distributing tasks, but about fostering continuity and growth. It's crucial to diagnose the specific scenario—be it issues with authority, purpose, preparation, or dependency—and tailor responses accordingly. Whether it's reinforcing autonomy, clarifying purpose, providing coaching, or building trust, effective delegation multiplies leadership, benefiting individuals, teams, and the entire organization.
Francisco Saving Changes...
Stepping up as a leader when there was an obvious leadership gap is how I transitioned from the accidental to designated leader. Quite frankly, I would get frustrated watching a team struggle without clear direction when I could see an obvious path through the rat maze. The frustration would compound when I know that my personal interests are on-hold until the problem du jour is resolved. When I would suggest a solution to the problem, the team would quickly rally around adopting my suggestion with newfound enthusiasm, seeing an opportunity to escape their current dillema. My official job description quickly changed from individual contributor to team lead.
I had to adapt somewhat when my position involved interacting with senior and executive level management who wanted to own the solutions, particularly when I was the young kid on the team representing my big boss for the day. With big egos involved, tact is required to insert a suggestion at the right place and time for it to be received in a positive way, especially from the only person in the room without an assigned parking spot. I would listen and wait through long (sometimes heated) meetings until conversations would eventually exhaust everyone's ideas and energy on the situation. Then when a pause presented itself, I would very politely speak up and explain that I hear your problems...may I offer this potential solution? This would typically result in another pause where I could see everyone making the mental connections and shifting from frustration to optimism at the potential to quickly turn the problem into an opportunity. The result would often be that not only was my suggested solution received in a very positive way, but now I was officially assigned to lead the execution.
...
1 reply by Francisco Herrera
Oct 22, 2025 1:16 PM
Francisco Herrera
...
Keith Novak in stepping up and providing solutions during leadership gaps can transform frustration into opportunities for growth, by suggesting clear paths forward, you not only helped the team navigate challenges but also showcased your leadership ability, paving the way for a career transition.
Your approach of tactfully introducing solutions in senior-level discussions highlights the importance of timing and diplomacy.
Thanks for sharing!
Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Oct 18, 2025 3:54 PM
Replying to Lissette Indhira Pimentel Sosa
...
Great topic, Francisco, I’ve been there too. When leadership gaps appear, I focus on maintaining momentum and clarity rather than waiting for direction. I make sure the team knows what’s next, keep communication flowing, and align decisions with the original objectives. Stepping up doesn’t mean taking over, it’s about safeguarding progress until leadership realigns. These moments often reveal who’s ready to lead when it matters most.
Lissette when leadership gaps arise, maintaining momentum and clarity is essential. Instead of waiting for direction, it's crucial to ensure the team understands the next steps, keep communication open, and align actions with the project's objectives. By safeguarding progress, you're not taking over but providing stability until leadership realigns. These situations can uncover potential leaders who are prepared to step up when needed.
Francisco Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
A new leader lacks the relationships, undocumented agreements, and hidden failures of their predecessor. Those stakeholder networks need to be rebuilt, and respect and trust must be earned. In my experience, this requires a hard reset and a return to the project's original purpose. Not everybody is made for this.
Trying to continue the path set by the predecessor carries risk and will be challenged at the first conflict. Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Oct 21, 2025 11:44 AM
Replying to Keith Novak
...
Stepping up as a leader when there was an obvious leadership gap is how I transitioned from the accidental to designated leader. Quite frankly, I would get frustrated watching a team struggle without clear direction when I could see an obvious path through the rat maze. The frustration would compound when I know that my personal interests are on-hold until the problem du jour is resolved. When I would suggest a solution to the problem, the team would quickly rally around adopting my suggestion with newfound enthusiasm, seeing an opportunity to escape their current dillema. My official job description quickly changed from individual contributor to team lead.
I had to adapt somewhat when my position involved interacting with senior and executive level management who wanted to own the solutions, particularly when I was the young kid on the team representing my big boss for the day. With big egos involved, tact is required to insert a suggestion at the right place and time for it to be received in a positive way, especially from the only person in the room without an assigned parking spot. I would listen and wait through long (sometimes heated) meetings until conversations would eventually exhaust everyone's ideas and energy on the situation. Then when a pause presented itself, I would very politely speak up and explain that I hear your problems...may I offer this potential solution? This would typically result in another pause where I could see everyone making the mental connections and shifting from frustration to optimism at the potential to quickly turn the problem into an opportunity. The result would often be that not only was my suggested solution received in a very positive way, but now I was officially assigned to lead the execution.
Keith Novak in stepping up and providing solutions during leadership gaps can transform frustration into opportunities for growth, by suggesting clear paths forward, you not only helped the team navigate challenges but also showcased your leadership ability, paving the way for a career transition.
Your approach of tactfully introducing solutions in senior-level discussions highlights the importance of timing and diplomacy.
Thanks for sharing!
Francisco Saving Changes...
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