I am one of those people who made the shift from working as a Project Manager to becoming the CEO. My experience of that transition demonstrated the relevance of the three dimensions of the talent triangle – with particular emphasis on Business Acumen and Power Skills (though not forgetting Ways of Working).

When first assigned as a Project Manager I carefully plotted the tasks, schedules, resources, and became familiar with the tools that Project managers use to their advantage. The ability to plan with precision, orchestrate stakeholder interactions, budget judiciously, and steer teams towards common goals were all skills that would prove essential to the CEO role. But I learned that those skills were merely the tip of the iceberg. Beneath the surface lay an array of or “secret skills” that also proved hugely advantageous when making the transition to CEO. Here are three of those skills:

Problem-Solving and Prioritization

“Another day, another problem” might as well be the anthem for both Project Managers and CEOs. Despite the quest for perfection, you NEVER get there. I always get nervous when everything seems to be going great, because that means I’m simply unaware of whatever fire is inevitably burning.  I learned that there are always new problems that must be correctly prioritised for prompt resolution. The ability to quickly prioritise problem-solving efforts was honed as a project manager, and it remains a vital asset in my role as CEO.  Whether it is addressing organizational issues or devising strategies to navigate new markets, the agility to dissect, prioritize and address challenges has proven invaluable.

Ambiguity Tolerance – and Leverage

Early in our careers, we like things to be black and white. As we progress, we learn the necessity of empathising with diverse points of view.  On many projects, stakeholders will be in conflict – so over time we learn to deliver despite ambiguity, and we eventually become comfortable in leveraging that ambiguity to help keep everybody happy.  The CEO needs to do the same thing.  When asked a question, the CEO needs to consider who is asking and why are they asking.  If there were ten factors that I considered before reaching a decision, which factors will the stakeholder be most interested in?  Note it’s important never to lie – instead you take advantage of the fact that life is not black and white, and you choose the shade of grey that will help you manage your stakeholders’ expectations the best.

Art of Communicating under Pressure

Most people are nervous when it comes to public speaking – it ranks higher than dying on peoples’ list of fears!  But over time, Project Managers are forced to develop their communication skills.  PM’s may be under pressure when presenting their project status, defending their team, explaining why things are behind plan or explaining why this new prediction can be trusted.  Which is all great experience to prepare for the CEO role, where you are expected to speak confidently on pretty much any topic concerning your company or the wider industry.  By learning how to think on-your-feet during a project review, you will be able to cope as CEO when a radio interviewer asks you a tricky question live on air – and stay composed under pressure.

To Summarize

The evolution from Project Manager to CEO is a lot more than a shift in title; it’s a journey that requires continuous up-skilling and expanding your ability to show true leadership. 

However, I would encourage all Project Managers to remember that CEO journey is merely a continuation of the journey that each of you is already on, as you learn the power skills and business acumen that comes with experience delivering projects. 

You are your project’s CEO!