ny to decide what personal attributes they value in their executives; it will be impacted by the style of the company, the values that they embrace, the industry that they are in, etc. However there are certain traits that PMs will demonstrate that will help indicate their suitability and readiness for the next level.

The future executive will probably be a practical PM, using their process and methodology skills as a support, but recognizing the need to apply them to individual scenarios. They will be proactive, seeking out problems long before they become major issues and trying to head them off. This type of PM will be a comfortable communicator at all levels of the organization, will understand the perspectives of each of the people in their project and will seek to motivate them based on their own individual needs.

This all sounds remarkably obvious--I’m describing an ideal real world project manager in many people’s eyes. But if it is so obvious, why is it not happening other than as the exception? Part of the answer is that there are wonderful future executives in all disciplines--project management doesn’t have the monopoly, but it’s more than that. The connection is not being made that projects are so similar to the business that the skills are easily transferable (or at least can easily be evolved).

So how do you groom a PM to take on a leadership role? The piece that is most typically missing in the PM’s experience is the strategic elements around project drivers. The perception in many organizations is still that a project starts the day that the requirements are delivered, or at best when the business case is approved.

It is important to ensure that PMs have an opportunity to become part of the decision-making process that leads to the approval of a proj

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