At the beginning of this year, I did a post on the Top 10 Issues for Project Managers and one of those listed was being typecast – i.e. a healthcare PM or an infrastructure PM. Even more of a challenge is growing beyond the project management role to become a Director of IT, VP of Infrastructure, etc. PMs manage teams, risk, budgets and are responsible for communicating across the organization and often at very senior levels; so why is there such a challenge to break through the glass-ceiling? Can a PM be on the career track to CEO?
Dr. Dean Radtke obtained a Bachelor’s degree from Syracuse University, then went on to the United States Navy Commissioned Officer’s School and the United States Navy Leadership and Intelligence Schools. Since then, he has spent the past 35 years having worked directly for Admiral John S. McCain, U.S. Atlantic Fleet; James E. Preston, Chairman Avon Products, Inc.; Les Wexner, Chairman The Limited, Inc.; and other multi-billion dollar, Fortune 500 companies. I think you get my point…Radtke knows leadership and what it takes to be a C-Level leader.
While I have not attended one of his events YET, I am aware of his 5 characteristics of the CEO job description.
- Provide direction & leadership
- Obtain Plans, Ideas, & Recommendations (from your leadership/team)
- Commission the work
- Provide for your team’s success (Coach, Train, Teach, Mentor)
- Obtain evaluations (get feedback, lessons learned)
I think you should check out Dr. Dean Radtke’s organization, The Institute of Ministry Management & Leadership, for further info and more resources. In the meantime, take a look at his list of 5 and tell me it doesn’t compare to what a PM is expected to do:
- PMs are always asked to set direction and communicate the vision of the requirements to the project team.
- PMs must work with the team members obtain their ideas & recommendations on the schedule, plan, and solutions from their functional experts.
- Once PMs lock down the requirements, plans, budget, etc they get approval and commission the work.
- Provide for the team’s success by understanding challenges, providing tools, coaching on project processes, etc
- Receive feedback from the stakeholders or conduct lessons learned.
What do you think…
- Are PMs overlooked for senior management roles?
- What are the skills PMs must develop to move to the next level?