The Power of Quiet: Why Project Managers Let Results Speak
In the age of complex projects, tempers are bound to flare and project managers will certainly feel the heat. Here lines the difference instead of them shouting or demanding attention, introverted PMs take a different approach……. Pausing. They see situations for what they really are, not what they wish to be. While others react, they analyse. When voices rise, they observe and when the dust settles, they revert back to their space and make decisions that drive real progress.
Like many introverts I myself tend to do well in environments where meaningful change can be done. Alas we don’t always get the credit we deserve because those who speak the loudest are “seen”. The ones with the answers 9 times out of 10 – they rarely know what is going on.
Introverted PMs are not making noise just for the sake to be heard, we operate in the backend ensuring the gears of a project run smoothly because like all projects, the wheels can come off very quickly. Yet, in many workplaces unfortunately, to be seen doing the work at times overshadows actual work being done. This is where introverts capture what is required, whether it be:
- Scope changes
- Registering risks when they arise
- Putting out fires because someone did not communicate timelines or approve the next phase for the development teams to do their work
- Etc.
We do not seek the spotlight but that does not mean we don’t deserve the credit!
Noise vs. Knowledge
Myth:
There is a general misconception that leadership is about being loud and boisterous. When things begin to go south, who really comes through for the teams when stakeholders’ needs are not being met? The extrovert? I think not. It’s the one who saw the risk before the team who escalated it and kept track of dependencies.
Reality:
Introverts who manage projects lead with clarity, not volume. We ask questions and assess, not because we lack initiative but because we lead with precision. You see, operating with precision allows you to assess all outcomes before you are bold enough to make a decision.
You would not want to build a house if the foundation materials were missing, and I am certain that you would not do the same for projects. After all, it is the project sponsor’s money on the line.
How introverts can get the recognition they deserve
Despite the many challenges in the workplace, introverts do not have to change who they are to be recognised. Instead, they must rely on a power rarely used – soft power.
You may ask what is soft power? It is simple. Soft power is letting your actions speak for you:
1) Own the narrative
Do not assume people will notice your impact. Summarise key decisions and contributions in writing (email, reports, retrospectives). If you solved a problem, ensure it is well-documented.
2) Speak with impact
You do not need to talk most of the time but when you do, make it count. Structure your input clearly and tie it to the project delivery goal. Example, “Based on the status health, we should delay the implementation by a week to ensure that we have the available resources.
3) Leverage 1v1 (1:1)
Large meetings are dominated by loud voices but quick catch-ups allow for deeper discussions before a meeting. Use this time to align with stakeholders so that your insights are already considered before the review sessions begin.
4) Use written communication as a strength
Introverts often excel at writing. Leveraging this skill and having a well-crafted status update or risk assessment document can carry more weight than a loud voice in a meeting.
5) Redirect credit where it belongs
If someone is taking credit for work you have done, gently but firmly correct the perception with, “ I appreciate that. Yes, after identifying the issue two weeks ago, I worked with the development team to implement the fix.”
Final Thoughts: Introverts do indeed make a difference
True leadership is not about making a spectacle of oneself. It is about allowing the results to make the noise. Have a deep understanding of the project and know the inner workings before any situation escalates. Introverts really do make a situation more bearable.
For all the introverted project managers out there, keep leading your way. The workplace may not always recognise your efforts but it is your presence that makes the impact.
PML would like to extend a huge thank you to Karibo for sharing his knowledge and wisdom with the PML community! Learn more about him below and reach out to connect!
About the Author
A Business Reporting Analyst with a passion for leveraging data to drive business growth, Karabo Schoeman transforms complex information into actionable insights that fuel strategic decision-making. With meticulous attention to detail and a talent for data visualization, he excels in crafting comprehensive reports and dashboards that effectively communicate key metrics and trends to stakeholders across all levels of the organization. Armed with advanced analytical techniques and cutting-edge tools, he streamlines reporting processes to deliver timely and precise information, empowering personnel to make informed decisions and optimize performance.
Driven by a thirst for knowledge and a proactive approach to skill development, Karabo has cultivated expertise beyond his core analytical role. Through self-directed learning, he has acquired valuable skills in business data analysis, project management, social media marketing, media buying, and SEO. This diverse skillset allows him to approach data challenges from a holistic perspective, considering not only the analytical aspects but also the broader business implications and opportunities for optimization.
Karabo joins PML as a contributor from Johannesburg in South Africa!
Reach out to Karabo on LinkedIn here: https://za.linkedin.com/in/
Book Recommendation:
In Quiet, Susan Cain argues that we dramatically undervalue introverts and shows how much we lose in doing so. Passionately argued, impeccably researched, and filled with indelible stories of real people, Quiet has the power to permanently change how you see yourself.
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