When the good intention becomes a trap
As a project manager with many years of experience, I've seen the same pattern play out — again and again:
Management sets ambitious goals, hires a skilled project manager, and... sabotages them in practice.
It's like inviting a professional chef into the kitchen -- and then telling them how the food should be made.
Why does it happen?
Because many managers simply forget why they hired a project manager in the first place.
The role that does not work
The role of the project manager is to bridge the gap between vision and implementation. They will translate strategy into structure, manage risk, manage stakeholders and ensure progress with quality. But when this expertise is ignored or overridden, the project is almost guaranteed to take a heavier path.
What happens when you override expertise?
🔹 Micromanagement - managers who fail to let go turn the project manager into a secretary instead of a manager. Trust is replaced with control.
🔹 Blurred goals - when managers define goals based on assumptions without involving the project manager, misunderstandings occur, unrealistic deadlines — and the classic “scope creep”.
🔹 Feedback is ignored - the project manager keeps a close eye on the operational and sees risks long before they materialize.
🔹 Unrealistic timeframes - in a pressured attempt to show progress, it is pushed through time tables without clutter in reality. Teams run -- and collapse.
The consequences are big
Time and money wasted
Deliveries delayed
Motivation drops
All of this can be traced back to a lack of trust and ownership.
The core problem: You're not letting them do their job. If you bring in an expert first -- why not let them use their expertise?
When managers disregard a project manager's judgment, they're not just ignoring advice—they're laying the foundation for the project to fail before it's even started.
Experience from both sides
I've seen projects fail. I've also seen them succeed. The difference? Room for action and trust.
When I went from being an external advisor to sitting on the management team as CIO it became clear to me how much difference it makes when project managers and teams are actually shown trust.
The result? A successful digital transformation.
The recipe was simple — but powerful:
✅ Give ownership
✅ Provide resources
✅ Give room
✅ Follow up with clear direction
When those who are supposed to deliver are allowed to lead, good things happen.
Now I'm left on the “outside”
Today I work as a consultant and hired. And I bring with me the most important experience:
Transformation is not just about strategy. It's about people -- and giving them the confidence to do the job they're brought in to do.
Projects succeed when those who are going to carry it out get what they need: clear communication, support from above — and a mandate to lead.
Conclusion
Hiring a skilled project manager is not the solution. It's the start.
The real question is:
Are you, as a leader, ready to give them room to succeed? If the answer is yes — then chances are you'll get what you hoped for: Deliveries that actually deliver.
And to you as a project manager:
You also have a responsibility. Don't be silent when direction is lacking. Don't let the fear of disrupting the relationship make you compromise on the job you've been brought in to do. Stand in it. Let me know. You're not hired to please -- you're there to make sure the project succeeds.
Mer om
Strategic Business Development
Being a leader for leaders - some honest reflections from the role of leader in Eager
