Even when two project managers (PMs) demonstrate equal hard work and skill, their internal goals (intent) ultimately shape the project outcome. As leaders, we must recognise these goals, which are crucial to the project’s success.
Take, for example, the first PM who intends to deliver a successful project that supports her career goals. The second PM’s goal is to genuinely serve you and maximise value. While the first PM might deliver a project filled with hype, flashy sales, and extravagant celebrations, the second PM focuses on long-term benefits—developing the team’s capabilities, improving methodology, tools, and maturity, and strengthening team cohesion.
However, it’s important to acknowledge that intent isn’t always this black and white. A PM focused on their career may still deliver meaningful value, while a customer-centric PM might struggle with execution. Intent often exists on a spectrum, influenced by a blend of personal ambition and genuine service.
Understanding these underlying motivations can be challenging during a project. People don’t always wear their intentions on their sleeves. That’s why, as leaders, we must take the time to observe carefully.
The key lies in alignment: by working to understand and harmonise the PM’s intent with the project’s objectives, we can guide the project towards meaningful, long-lasting success rather than superficial wins.
