Becoming a leader in an architecture and engineering firm often means relinquishing the roles you thrived in along the way – like project manager. This can be the make-or-break position for aspiring principals in an AEC firm; either you show you have what it takes to lead, or you don’t.

When we assess the men and women serving in the PM role today, many of us wonder why they don’t seem to have “the right stuff” to succeed the way that we did. They’re smart. They went to good schools and had plenty of solid project-level experience.

You pay for the training, give them the technology they want and need, and reinforce them with administrative support. And still they just don’t “get it.”

Here's the bitter pill – if your PMs aren’t thriving in the job, it’s your fault. You and the other firm leaders who moved beyond the PM role into strategic leadership. You don’t mean to set your PMs up to fail. Maybe things that seem so obvious to you – to the point that you don’t find them worth mentioning – are not so obvious to your current group of PMs. It’s a little like the Baseball Hall of Fame slugger who is a terrible hitting coach because he can’t transfer his knowledge to the rookies on the team.

PMs are the backbone of the project delivery process, so if yours aren’t getting the job done, one way to turn things around is for leadership to grow more spine.

Here are 10 tough love tips for getting your PMs to start making the grade.

STOP BABYING THEM

You may look at everyone in your firm as family, but the reality is that your PMs are not your kids. Stop holding their hands and start holding them accountable. If they can’t hack the pressure, they shouldn’t be in the role. Give them real responsibilities and let them face the consequences of their actions. Only then will they learn to stand on their own.

DEMAND RESULTS, REJECT EXCUSES

Excuses are the enemy of progress. Make it clear that results are what matter. If a project fails, it’s on the PM. To paraphrase President Harry Truman, the buck stops there. No more blaming the team, the client, the weather, the supply chain or anything else. It’s their job to expect – and prepare for – the unexpected. Hold them to high standards and require them to deliver.

CUT THE DEAD WEIGHT

Not everyone is meant to be a PM. You know who the chronic underperformers are. If you’ve truly done everything you can to help them succeed and they continue to drop the ball, make a move. If they have other talents, find a different position where they can contribute, thrive and be happy. But keeping them in the PM role only drags down the entire team. Instead of wasting time trying to fix the unfixable, invest in those who show potential and are willing to put in the work.

TOSS THEM INTO THE DEEP END

The best way to learn is by doing. Give your PMs challenging projects that push them out of their comfort zone. They’ll either sink to the bottom or rise to the top, and you’ll quickly see who has what it takes to succeed. This benefits not only the firm, but the individual as well. It gives them an opportunity to discover whether they have the talent, interest and ability to do the job. If so, they’ll want more. If not, they’ll look elsewhere.

STOP SUGARCOATING FEEDBACK

Honest, immediate feedback is crucial for growth. Stop sugarcoating your critiques and start giving your PMs the hard truths they need to hear as soon as possible. They can’t improve if they don’t know what they’re doing wrong. If they make a mistake, don’t file it away as an item for the annual review. Talk it out, then and there. Double that approach when they do something exceptionally well.

MAKE THEM EARN YOUR TRUST

Trust must be earned, not gifted. Many disasters were rooted in the decision to assume a level of competence or understanding based on a title. Make your PMs prove themselves through their actions and results. Only then should they earn your full confidence. When they have it, let them know; there are few better motivators than the confidence of being trusted to do the right thing.

ENCOURAGE RUTHLESS PRIORITIZATION

Teach your PMs to prioritize ruthlessly. Not all tasks are created equal, and they need to learn to focus on what truly matters. This means saying no to unnecessary meetings, cutting out busy work and dedicating their time to high-impact activities. If this is your expectation, however, you need to ensure that they have all the information they need to capably build their priority list. This includes a workable resource management plan, financial data, inside information on client tendencies, and so on.

RECOGNIZE AND REWARD SUPERSTARS

Give proper attention and rewards to those who go above and beyond. Do it publicly. The PMs who put in the extra effort, stay late to meet deadlines, and consistently deliver exceptional results should be celebrated. This sets a standard for others to follow. If they make the firm money, make sure to share some of it with them. When looking for ways to promote the firm through awards and thought leadership materials, place them front and center whenever you can. If you don’t recognize and reward the superstars, they’ll quickly and easily find a firm that does.

STOP MICROMANAGING

Many principals who say that micromanaging is the last thing they’d ever want to do are some of the worst offenders. True, in some cases the downside from not micromanaging is worse than the crime itself. But micromanagement stifles creativity and initiative. So truly assess whether you need to be as involved as you are in a project or process – take a long hard look at yourself (and ask advice of a trusted confidante to offer some perspective). Give your PMs the autonomy to make decisions and run their projects as they see fit. Trust them to do their jobs and step in only when absolutely necessary.

LEAD BY EXAMPLE

Show your PMs what it means to be a successful leader. Demonstrate the qualities you expect from them – accountability, resilience, and a relentless drive for excellence. Your actions will speak louder than any words.

The hiring squeeze is expected to ease, so the temptation to avoid tough conversations for fear of losing valuable staff – never an advisable strategy, by the way – is waning as well. So toughen up, tackle the issues and help your project managers thrive. To quote the late, great Patrick Swayze from the original Road House: “Be nice. Until it’s time not to be nice.”

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