Leadership
#102 - Mar.2024
15 years ago, I was “fired” from my first official role as Project Manager.
After being a developer and tech lead in a consulting firm, this was my first opportunity to lead an entire project.
I was 24.
My partner on the client side was a tenured & experienced Manager. He valued human connections through in-depth conversations. He trusted others and was committed to the success of the project.
A few weeks into the project things started to go side-ways from “my plans”. From a technical side, I was confident enough that I could handle the project (full ERP implementation), yet I neglected one of the most important things in a high-performance team and particularly critical in consulting: nurturing trust and developing relationships.
This came out clearly in the way how I negotiated and managed hotly debated topics with my partner manager. I was trying too hard to ensure the project was on track, minimizing the impact of incoming risks. I created a narrative in my head where the status was a direct reflection of my performance. Yellow or red was not an option.
Soon this came up as an official request to remove me from the project and move me to a different initiative.
My only question was: but why?
I was technically skilled and had experience in similar projects, I felt I was doing my management duties handling the relationships with the customers. What was the reason for my early exit?
Trust & relationships. The main feedback from the customer was: “I feel that he tries to come up with all the answers, pressured by the fact he’s a manager. He answers even the things that he doesn’t really understand.”
They were right.
I lost the opportunity by thinking the leadership roles meant handling all the questions and knowing all the answers.
I lost the opportunity by hiding my knowledge flaws.
I lost the opportunity by not being open to actively listen and learn.
I lost the opportunity by not working as a team but rather continue as an individual contributor.
This was hard to accept but over time this learning became a core principle that I have carried since then.
This experience shifted my entire concept of what management and leadership is about.
Leaders are not perfect.
Leaders need to be open to sharing their flaws and curious enough to learn from others. They need to create a culture where failure is also an option when you are trying to find the best solutions. They know that initiatives can go through difficult moments but, as a team, we can work out a solution.
Leaders are humans too.
I'm glad I went through this experience. I truly needed this shake-up to learn and grow.
