There is a big and persistent misconception. This occurs not only in project teams but also amongst clients and it is widespread among project managers. In fact, they may be the ones who sustain it… At the same time, it is the number one stressor by many project managers.
The misinterpretation lies in thinking that, the term project manager is synonymous to problem owner. As if a project manager is solely accountable for the result and as if the main task is to ‘unburden’ his entire entourage. When I say that this is a misconception, I am stared at with disbelief. As if I might not fully comprehend how it works.
And the answer is yes, I do comprehend. And I recognize that mindset because for years I also thought this was the case. But I’ve since discovered that this does a great disservice to yourself and the organization.
Therefore, here are three reasons why in my opinion, the idea that the project manager is synonymous to problem owner, is a misconception.

1. A project manager is an instrument

That’s right. How responsible you may feel for the result, in the entire project you as a project manager are just an instrument. Although an important instrument, you are no more than that.

An organization has a problem or a need. You are asked as a project manager to solve it or respond to it. So, you plan how to achieve the desired outcome and determine who and what is needed. But then the real work begins. A project is not a Lego model which only requires a step-by-step plan and to stick to it. A project is a contact sport. People are essential to it. And thus, the dynamic changes continually.

In this dynamic, your role is being the outboard motor, a lobbyist, mirror, coach or cheerleader, depending on what is required at each stage in order to work towards the outcome. In any situation that arises you ask yourself repeatedly: what is needed at this time for the project to be implemented successfully? And depending on the answer, you select the appropriate instrument available to you.

2. Co-creation is required for the best results

If you can run a project all by yourself, it is not a project but a job. One of the characteristics of a project is that next to the normal business you must address it with a multidisciplinary approach. You need an opportune team with different competences to achieve the desired outcome.
Maybe you’re a real multitasker. You don’t give a second thought to combine designs, build, influence, communicate, make decisions, report, test and check. But the question is: does it contribute to the desired outcome?
I come across them regularly: project managers as a one-man band, while the team lays back and watches. But be honest: in doing so, do you really add the most value? And if so, what about the durability of the solution? Which brings us to the third point:

3. A project manager is always a temporary factor

Whether you are an employee or hired from an outside company: your role as the project manager is always temporary. An important part of your job is always to make yourself redundant.
Just to clarify: if an organization or end-users depend on your knowledge, commitment and presence as a project manager, then you have not done your job properly. Then you have omitted something, namely: to empower the end-users to work with the end results.
Engage them and even give them the responsibility to work on how the end result should look like so that they will be capable to work with it. With knowledge, confidence and without training wheels. If you can shut the door behind you at the end of a project without being missed, then that is the ultimate compliment.
I’m curious; do you recognize this misconception? And what does this article trigger in you?