The do’s and don’ts of managing project managers

Managing a project manager is different from managing other roles. Because they are not here just to complete the task, they are the ones connecting strategy to execution, managing stakeholders, and keeping the team aligned. In many ways, they are running the show behind the scenes. 

Treat project managers the same way you treat everyone else; you risk frustrating them and worse, putting your project and team at risk of failure. That’s why managing project managers requires a different approach — one rooted in trust, clarity, and support, rather than control.

Below, we will share the do’s and don’ts of managing project managers (PMs) so you can support them without slowing them down, guide them without hovering, and help them thrive.  

What to do (and avoid) when managing project managers

Managing project managers requires more than just assigning tasks — it’s about guiding leaders who guide others. Here’s what to do (and what to avoid) to help them thrive and drive successful projects.

1. Do: Set clear expectations

Even the top-performing project managers can’t lead effectively without clarity on what success looks like. 

Some project managers might focus on timelines, others may focus on budget or stakeholder satisfaction. Here, we need to understand that setting expectations isn’t just about deadlines or deliverables. It’s about defining what success looks like, who is responsible for what, and how decisions are made. 

As a leader, it’s your job to remove the ambiguity surrounding the roles and responsibilities of the managers. Ambiguity at the top creates confusion throughout teams, timelines, and deliverables.

Start by clearly outlining outcomes for each project, not just timelines or budget constraints. Align on KPIs (Key Performance Indicators) that reflect both business impact and execution quality. And just as importantly, clarify boundaries. What decision should the project manager drive independently? When should they take the help of the leaders? 

Use project management tools to stay updated, not to control every move. When goals are clear and everyone can see the progress, you don’t need to hover, and your project manager can lead with confidence.  

2. Don’t: Micromanage their projects

Micromanaging their project first seems like you are staying involved, but in reality, you are slowing things down. Other adverse side effects you will experience can be: 

• It lowers trust and confidence

Quite often, they start second-guessing decisions, waiting for approval instead of taking initiative. 

• Creates unnecessary delays

When you’re involved in every small detail, decision-making slows. Instead of moving forward, the team waits for your input even on things the PM should own. 

• It shifts focus from outcomes to updates

PMs spend more time reporting and explaining their every move, rather than leading the project. This distracts them from their goal, and genuine leadership is lost in the noise.

Instead of relying on daily updates, establish regular check-in points. A weekly 1:1 to discuss progress, bottlenecks, and key decisions is often enough. You can also use the project management software (like ProofHub or Nulab) your team uses to monitor the project status without interrupting the project manager’s workflow. 

3. Do: Foster decision-making authority

Trust their capability, and encourage the project manager to make decisions within their domain. Giving them ownership doesn’t just speed up the execution; it builds confidence and leadership skills. 

Avoid stepping into their work unless it poses a significant risk or involves a strategic shift. When PMs are empowered to act without waiting for top-down approval, projects move faster and teams feel more aligned. 

If their decision might not align with the organization’s goal, correct them privately and back their bold decision publicly. When project managers know they will not be undermined in front of others, they feel secure enough to take initiative and make tough decisions. 

4. Don’t: Blur roles between PMs and functional heads

When roles overlap or aren’t communicated, decision-making becomes messy. The project manager might assume someone else is handling a task, while the functional head believes it’s the PM’s job. This leads to confusion, delays, and finger-pointing when things go wrong.

To distinguish the responsibility, use the RASCI matrix. The RASCI matrix is a chart that implements the roles and responsibilities of the individuals in a project plan. Here is what the RASCI matrix indicates, along with instructions on how to create one.

5. Do: Provide feedback early and often

Constructive feedback is crucial for promoting growth and improvement among project managers. It guides them by highlighting areas where they can grow and providing actionable suggestions. 

• Choose the right time and place to give feedback: Deliver positive feedback publicly. This reinforces good behavior and boosts morale. For constructive criticism, speak privately to avoid embarrassment. 
• Focus on the issue, not the individual: Centre the conversation on actions. This keeps the discussion objective and solution-oriented rather than personal or emotional. 
• Balance critique with recognition: Even when delivering tough feedback, acknowledge what’s working well. Ending on a positive note encourages motivation and receptiveness. 
• Listen to your manager: Feedback should be a two-way process. Invite your PM’s perspective to understand the context and co-create solutions better. By doing so, you can create an environment that allows them to share their thoughts and makes them a part of the solution.

6. Don’t: Rely solely on project results for evaluation

It’s unfair to measure a project manager’s performance solely on whether the project was delivered on time, within budget, and met its objectives. 

A great project manager adds value far beyond the final outcome. They plan carefully, manage risk, and keep teams aligned even when things get messy. If you ignore these efforts and focus only on results, you risk missing the real picture and, worse, demotivating your project managers.

Why this matters:

• Process matters as much as the outcome

A good PM sets realistic expectations, keeps communication flowing across teams, engages stakeholders, and tackles problems before they escalate. These behaviors reflect leadership, even when the project encounters unexpected roadblocks. 

• Project reviews should focus on learning, not blame

After each project, take time to reflect on what worked well and what could be improved. This creates space for your project manager to grow, improve, and handle future projects more effectively. 

• Recognize resilience and adaptability.

Celebrate PMs who stay calm under pressure, adjust to changing circumstances, and help their teams stay focused through uncertainty. These qualities matter just as much, sometimes more than delivering a flawless project.

As a CEO or senior leader, your evaluation should be well-rounded. Look at how the PM leads, not just what they delivered. 

7. DO: Protect PMs from scope creep and stakeholder chaos

Project managers often find themselves stuck between changing stakeholder demands, shifting leadership priorities, and the constant pressure to keep the project moving forward.

If left unprotected, they can quickly become overwhelmed, overworked, and ineffective.

• Support them when priorities shift

Projects lose direction when goals are constantly changing. Stand behind your PM when they raise concerns about last-minute changes or added tasks.

• Manage upper management’s expectations on their behalf

Your PM may struggle to say “no” to a senior leader. That’s where you come in. Step in to translate project realities to upper management, protect the agreed scope, and ensure your PM isn’t forced to accommodate every last-minute request. 

• Create decision-making clarity

Projects thrive in clarity, not chaos. Ensure that there is a clear chain of decision-making, and don’t let too many voices override the PM’s leadership. When roles, priorities, and authority are stable, your PM can move with confidence, and the project moves with speed.

8. Don’t: Set unrealistic deadlines from the top

Some projects may need to move quickly, but others may require more time to plan properly and ensure high quality. When leaders set deadlines based only on pressure or guesswork without involving project managers, it creates stress, rushed work, and often leads to missed goals. 

Involve your PM early so timelines are realistic and based on what is actually possible. Let them estimate, assess feasibility, and raise red flags early. They have the visibility you don’t have into competing priorities and technical complexity. 

9. Do: Give space to innovate and solve problems

Project managers are not just here to follow a plan. They are here to solve problems, make decisions, and keep things moving forward. 

If you tell them exactly how to handle every challenge, you take away their ability to think critically and independently. It also slows things down because they are always waiting for directions. 

Instead, trust them to find their own way. Give them the freedom to look at the problem, understand it, and come up with a solution that is best for the team and the project. 

Also, support them when they ask for help, but don’t jump in too quickly. Give them the space to think critically, be creative, and take ownership. This not only helps solve the problem faster but also helps them grow as strong leader. 

10: Don’t: Assume one-size-fits-all leadership

Not all project managers are the same. Each one has their way of working, leading, and communicating. Some are very detail-focused and like structured plans. Others are more flexible and work best when they can adapt to changing circumstances. Some may lead by being very hands-on, while other prefers to guide from a distance and give their team more freedom. 

To lead effectively, take the time to understand each project manager’s strengths, preferences, and working style. Then, adjust your leadership style to match. That might mean changing how often you check in, how you share feedback, or how you support them during challenges.

Common challenges leaders face while managing project managers

Leaders overseeing PMs encounter a unique set of challenges as they must strike a balance between providing strategic direction and allowing PMs the autonomy to execute effectively. Here are some challenges a leader may face when working with a project manager. 

1. Balancing autonomy and control

Most leaders face the challenge of determining how much independence to grant project managers. On one hand, micromanaging PMs stifles creativity and undermines their confidence, leading to disengagement. On the other hand, too little oversight can result in misaligned priorities or missed deadlines. 

2. Varying PM competency levels

Not all project managers possess the same level of expertise in leadership or stakeholder management. Some may excel at execution but struggle with communication, while others might be strong influencers but lack detail orientation. Managing this inconsistency can create performance gaps, leading to project delays or dissatisfied teams. 

3. Resistance to change and new ways of working

Sometimes, project managers resist trying new methods, especially if they have been doing things a certain way for years. This can be frustrating for leaders who are trying to make the team more flexible or shift to agile practices. 

4. Measuring project manager performance

Measuring a project manager’s effectiveness can be challenging. Indeed, completing the project on time and staying within budget are crucial, but they are not the whole story. 

Leaders also need to look at things like how well the PM leads the team, keeps the team motivated, and manages relationships with clients or stakeholders. 

As a result, leaders may miss the whole picture — they might reward a PM who meets deadlines but burns out the team, or overlook one who holds a challenging project together without perfect results.

5. Burnout and stress management

Project managers frequently face tight deadlines, constant pressure, and multiple responsibilities. Over time, this can lead to high stress and burnout, especially when they don’t feel supported or have too much on their plate. 

Leaders have to face the challenge of managing this stress before it affects performance, team morale, or overall project outcomes. 

Final thoughts

Managing project managers is not like managing other team members. You need to figure out many things, as their progress doesn’t always connect to the project outcome. You need to determine how they create the entire project timeline, how they manage the stakeholders’ shifting demands, and so on. 

The do’s and don’ts shared above are your starting point. Set clear expectations. Build trust. Avoid micromanagement. Give them space to lead and step in when they need protection or support.

When you manage your project managers well, they become your strongest allies in delivering results, not just on one project, but across your entire organization.

Author bio

CEO of ProofHub, Sandeep Kashyap is on a mission to transform project management and team collaboration with his innovative solutions. With an unwavering passion for leading his team to success, Sandeep’s mantra is simple – “keep growing, don’t stop”. When he’s not busy at work, Sandeep loves to explore new destinations and challenge himself with trekking adventures.