This year, I’ve spoken to several leaders in my network at tech companies in Los Angeles. They all have project managers on staff but struggle to get things done. They refer to their project managers as “clipboard managers,” “well versed in theory,” “good at following a process,” but not effective at ultimately delivering projects. They yearn for a breed of people who are more hands-on, more assertive, more adaptable—those who can drive a project to completion. They are puzzled by why it’s so hard to find people who fit the bill. I see their problem. They are hiring project managers, but what they really need are project leaders.
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In The Servant, a popular book about servant leadership, James C. Hunter makes a point to distinguish acts of management from acts of leadership: “Management is not something you do to other people. You manage your inventory, your checkbook, your resources. You can even manage yourself. But you do not manage other human beings. You manage things, you lead people.”
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- [note::"Manage things, lead people" - love it]

Principle #1: Project leaders take full ownership of project delivery When I’m working on a project, I take full ownership of anything that needs to be done to make the project successful. That means I lose my ego, roll up my sleeves, and dig in to help wherever help is needed. My job is to do anything along the spectrum from administrative tasks to communicating goals that will inspire the team at large.
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“Of the many exceptional leaders we served alongside throughout our military careers, the consistent attribute that made them great was that they took absolute ownership—Extreme Ownership—not just of those things for which they were responsible, but for everything that impacted their mission. These leaders cast no blame. They made no excuses. Instead of complaining about challenges or setbacks, they developed solutions and solved problems. They leveraged assets, relationships, and resources to get the job done. Their own egos took a back seat to the mission and their troops. These leaders truly led.”
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Principle #2: Project leaders strive to bring out the best in their teams Stephen Covey, author of the classic leadership book, The 7 Habits of Highly Effective People, writes this: “Leadership is communicating others’ worth and potential so clearly that they are inspired to see it in themselves.” The most effective project leaders I’ve known embody this principle. They inspire their teams by communicating to every person why they are valued. They connect daily work to a greater purpose so that each person is able to easily see how their actions contribute to collective success and aspire to achieve it.
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Principle #3: Project leaders are the glue that binds their teams together One of the earliest texts on project management, Peopleware: Productive Projects and Teams, reveals that all major issues that occur in software projects are actually human issues, not development issues. As a result, those most successful at project delivery are emotionally intelligent people leaders who focus on creating strong team dynamics.
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And so it began. Every day at 4:00 p.m., I’d walk from desk to desk to offer people treats and strike up a chat. You’d be surprised how easy it is to make the most reclusive people happier and more social with food. I learned so many details about those who would share the dark side with me for the next four years by offering them candy.
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As a project leader, your success depends heavily on your ability to quickly build rapport with teammates, the way I did using candy breaks. It’s a role that requires you to talk to more people than any other role on your team. You will be communicating to every person with a stake in your project and asking for their help so the team can deliver. When you have strong relationships, all other project tasks are easier because your team is receptive to you. When you lack rapport, every request will feel like an uphill battle.
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Learn names and communication preferences to make others feel important
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Making a conscious effort to exude friendly energy using a smile can have a dramatic effect on how people react to you.
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Another way to be more approachable is to make yourself physically accessible to your team. I’ve worked at companies where project leaders are seated far away from their teams, which creates both a physical and social disconnect. If there is a center of activity for your team, consider moving your desk so that you are closer to it. Your team will get more used to your presence and will have easier access to you when they have questions.
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“I’ve told them to let me know when they need help, but they haven’t come to me yet,” these project leaders will say. What they don’t realize is that to be truly helpful, you can’t wait for someone to ask. You have to be observant and then you need to act proactively based on your observations. If you see a task being dropped, you need to offer to pick it up and run with it. If you see a need, you must offer to fulfill it.
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- [note::Being helpful requires agency]

Similarly, if you are not being asked to help your team, it’s likely because your teammates are too busy or overwhelmed to think about what to delegate to you. Taking initiative is the key to being successful. You need to offer to help with specific needs whenever you see a need that arises so you can take the burden off the team from having to give you something.
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Compliments are free, so give them freely. Take advantage of this simple ability to make people feel appreciated for their hard work, especially if they are taking the time to help you.
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- [note::Love that - "Compliments are free, so give them freely"]