One of the key mistakes I see many new or prospective Project Managers make, is to ask “what do you want me to do?”.
The idea that you will be trusted to lead without trusting yourself is wishful thinking.
I used to do this myself when I was in a junior engineering role.
You are uncertain in your abilities.
You are worried you’ll make a mistake.
You are unsure what you are allowed to do.
I’ve been there.
And this was one of the most powerful things one of my mentors drilled out of me.
No decision maker wants to be asked “what do you want me to do”.
- Now you’ve made it their problem.
- Now they have extra work on top of their job.
- Now they have to come up with a plan or solution for you.
Nobody likes more work. Especially not from someone they may be considering for a leadership role for projects.
Asking for permission
What a decision maker hears if you ask “what do you want me to do” is:
- I don’t know how to get the information I need.
- I don’t trust myself to make the right decision.
- I don’t know how to plan my next step.
None of these are good to be associated with you if you want to lead projects.
It comes down to trust.
- Trust in yourself.
- Trust in your abilities.
- And a willingness to take chances without perfect information.
What you can do about it
If you are already leading projects:
- Within your authority, make decisions with the information you have. If you need more info, get some more.
- Outside of you authority, present the decision to the decision maker as “Facts, Option A, Option B”.
If you are not leading projects yet, but contributing to them:
- Within your authority, make decisions with the information you have. If you need more info, get some more.
- Outside of you authority, present the decision to the decision maker as “Facts, Option A, Option B”.
Notice a pattern?
You don’t need a leadership role to stop asking for “what to do”.
If you are contributing to a project, present decisions this way to the PM. Then they can make it, or easily ask their boss to make it with the outline you provided.
Be the solution.
Be trustable.
Be the plan.
Conclusion
This is one of the key mindset shifts when going from average contributor to prospective leader.
Nobody will trust you with a project,
- If you don’t trust yourself.
- If it creates more work for them.
- If they don’t believe you have the needed leadership skills.
All of these things you can disarm by making decisions where you can, and laying them out as simply as possible where you can’t, so others can make them easier.
Your weekly actionable Tip:
One of the most powerful things you can do to prove you are ready to become a Project Manager, is to stop asking for permission. Stop asking what to do.
Analyze the information you have, get more if you absolutely have to, make the decision (if you’re authorized to do so), or present it to the decision maker as “Facts, Option A, Option B”.
Clearly outline the pros and cons of each.
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- The Essential Project Management Template Pack: Pick up the 8 essential templates that every Project Manager needs to control schedule, cost and scope, lead any meeting and stay organized throughout any project.
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