5 Effective Ways Project Managers are Leading without Authority

When it comes to leading organizational initiatives, whether they’re implementations, operational support, or enhancement projects, a Project Manager is to corral all the things to get a Project Team from point A to point B. How do they do that? Most organizations have Project Managers that sit within a matrix work environment. Not having direct reports and controlled influence to decisions make leading a team challenging. So often Project Managers are leading without authority.

Find out how Project Managers are leading without authority.

Project Managers convey why projects are spun up

Before a Project Team is assembled and roles are assigned, Project Sponsors propose a project. They provide why their initiative is meaningful to the organization, including its benefits and measures of success. When a Project Manager is assigned the project, they are either provided the project scope, including its goals and objectives, or are included into the scoping process.

When the north star of a project is clear, it’s up to the Project Manager to ensure they’re aligned as well. If they do not understand and document the project scope, benefits, and measures of success (whether deliverables and/or metrics), the Project Kickoff and maintenance of the project will lose its direction and in the end not solve the Project Sponsor’s needs.

How the message is shared will depend on the roles they are conversing with to provide the project overview (the why), as well as how the project changes will support the initiative and require tasks from each team on the project. For example, there may be multiple kickoffs needed to gain buy-in from multiple teams between Marketing, IT, Sales, Customer-facing teams, and Analytics.

They set rules of engagement

Project Managers also have a strong sense of stakeholder management. They set clear roles and responsibilities between the tasks, as well as identify the interdependencies between each team where needed. Knowing how each Team Member will work with each other helps in many ways within a project, especially when managing risks and issues. This is important when it’s time to conduct end-to-end testing between technical, business, and end user teams.

If a Project Team Member doesn’t know when to raise their hand if a risk trigger is in effect, no one will know there is an issue that needs to be addressed. Or if an interdependent task isn’t known, a team may continue down a path thinking all testing is complete and the bug isn’t uncovered until an end user runs into a defect.

They are people-centric

While Project Managers handle the science side of projects by creating artifacts such as kickoff presentations, project plans and timelines, and status reports, knowing what motivates each member on the project is also important. Some call this the art of Project Management. Change is hard, and most blockers don’t necessarily fall in the technical space within projects – it’s the people. This is primarily why leading without authority as a Project Manager is sometimes the toughest position to balance.

For example, knowing each Team Member’s communication style can be helpful. Do they prefer email, chat, quick video call, a scheduled meeting, or desk visit? For some individuals, they are so busy that taking time to be on a call or meet face to face will help them focus and understand the need or share where/why they are stuck on a task.

Project Managers usually end up playing the role of Change Agent. They are the catalysts to support and answer the question, “what’s in it for me?” When having to manage up, asking Project Sponsors what success means to them is also helpful. Sometimes it’s surprising to hear answers that are different from the project measures. For example, an integration project might help push/pull data and connect information between two systems; however, the Project Sponsor is more so looking to ensure cross-teams and executives are working collaboratively and in partnership. The Project Manager may then create a Steering Committee series to ensure leaders are aligned to support the team efforts and/or ask for help to remove roadblocks for their teams.

They foster feedback loops

After the kickoff and requirements gathering sessions are completed, Project Managers shift into project maintenance running status calls and reporting on project health. As the Project Team is building and testing in preparation for a project launch or launches, the Project Manager also checks in on processes, quality, and team dynamics. How do they do that?

It’s as simple as asking what’s working, what’s not working or getting in the way, and are there ways we can optimize. Most operational type projects with repetition in process (build, test, launch) benefit most in finding more ways to be more clear or efficient in their tasks.

When a Project Manager “schedules” time for feedback, it’s also building a strong bond of collaboration and creates a common goal for the success of the team and the project itself.

They know when to ask for help

Finally, Project Managers know when to raise their hand and seek assistance. Leading without authority doesn’t mean they know all the answers. They’re resourceful in finding the help needed to remove project roadblocks. As mentioned above, the Project Manager role typically sits in a matrix environment with no direct reports and authority. That means they’re working with Resource Managers to ensure timeliness and quality of tasks are completed. If there is feedback, the Project Manager will help understand the issue and ask for help from the appropriate Resource Manager. This may also help address a need for additional team members or clarification of a dedicated resource, or in training opportunities for an individual.

If a roadblock is due to project materials, the Project Manager will work with colleagues within their Project Management Office to ensure they’re following the proper process or utilizing the correct resources and documentation for their project. Sometimes it may help uncover a need to revisit a process or update/create more current templates.

Should a project escalation arise, the Project Manager pulls in the appropriate stakeholders to help address an issue. Perhaps it’s an issue with a 3rd party vendor or a difficult stakeholder that requires a seat to seat conversation outside the Project Manager’s realm in the organization.

When a Project Manager successfully is leading without authority, they’re building a strong and healthy working environment that fosters teamwork.

Need help building your Project Manager toolbox in leading without authority? Relationship One is here to help, contact us today!