# Project Managers: Time to Step Up and Lead!
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The Leadership Gap in Project Management
In my extensive experience as a freelance consultant focusing on accessibility and efficiency, I've observed a glaring deficiency in leadership abilities among many so-called "senior" developers and "project managers." One would assume that the title "project manager" suggests a responsibility to, well, manage. Unfortunately, that often isn't the case.
I've encountered countless "managers" who I have had to recommend for dismissal or reassignment to higher-ups—owners, presidents, board members—simply because they seem to be managing nothing more than their own egos. Their days are filled with endless meetings, planning for the next meeting, and wasting time on trivial pursuits, leaving their teams to fend for themselves.
While tools and methodologies like AGILE and SCRUM are valuable for product management, they are often misused by those lacking leadership skills. Instead of facilitating progress, these individuals use buzzwords to impress superiors and justify unnecessary meetings that do little to enhance the product or support the workforce. Instead, these gatherings serve to reinforce their false sense of authority.
Version control systems, such as Git, can also be misapplied. While essential for most teams, many self-proclaimed "managers" rely on them to avoid their responsibilities. They may trust that juniors' contributions are adequate but rarely review their work or ensure that feedback is addressed. This over-reliance on tools signifies poor management. True leaders leverage these resources to effectively manage their teams.
The Contrast Between Leaders and Bosses
This dichotomy is evident in nearly every workplace. A boss simply issues orders without explanation or support, while a leader fosters an environment of collaboration and trust. As noted by Amy Blankenship in a recent comment, many bosses see their role as merely directing developers on what to produce and demanding faster results.
This approach breeds disloyalty, leading to high turnover rates and disengagement among staff. Conversely, effective leaders cultivate loyalty by earning it from their teams. General George S. Patton Jr. once remarked on the importance of loyalty from leaders to their subordinates, underscoring the need for mutual respect in any work environment.
Leaders embrace the following key behaviors:
- Encourage Open Communication: Create a space where team members feel safe to admit mistakes and voice concerns. Mistakes are learning opportunities, not grounds for immediate dismissal.
- Share Knowledge: True leaders spend time on the ground with their teams, sharing their expertise and working alongside them.
- Model Accountability: They do not ask team members to undertake tasks they wouldn’t do themselves.
- Supervise Actively: Leaders regularly engage with their teams, providing real-time support and feedback.
- Participate in the Work: Instead of retreating to their offices, effective leaders contribute directly to project tasks.
Military leadership, particularly that of drill instructors, offers valuable lessons in this regard. While they may seem harsh, their methods are designed to build resilience and strength. They lead by example, participating in the same grueling activities as their trainees, ensuring that they are prepared for the challenges ahead.
This principle of leadership applies equally to project management. I frequently encounter situations where "project managers" fail to take on any leadership role. They don’t engage in coding, overlook code reviews, neglect architectural planning, and refuse to share their knowledge. Worse, some are out of touch with modern practices and rely solely on trendy jargon.
A Message for Upper Management
It’s crucial for upper management and business owners to recognize the signs of ineffective leadership. Poor management can lead to rising costs, delays, or even project failures. If your "managers" are not actively contributing to their teams' success—no, participating in meaningless meetings and generating misleading infographics is not sufficient—it may be time to reconsider your management structure.
No tool or framework can replace the need for genuine leadership. Blindly following popular trends or relying on dubious advice will not solve the underlying issues. Ultimately, effective management requires effort, time, and a commitment to lead. Remember, this isn’t a game; it’s called "work" for a reason. Just because someone has ascended to "management" doesn’t mean they can sit back and expect everything to run smoothly.
Conclusion
In conclusion, project managers must step up and embrace their leadership responsibilities. By fostering a supportive environment, actively engaging with their teams, and leading by example, they can transform their workplaces into thriving, productive spaces.