19 March 2025
Lars Bebe Johannessen, Client Director
Admitting that a project is struggling can feel like admitting personal failure. Many project managers worry about the impact on their reputation and job security. In organisations where failure is stigmatised, speaking up might lead to blame, penalties, or even career setbacks. This fear often results in project managers attempting to fix problems behind the scenes, rather than bringing them to light.
Optimism is a double-edged sword. While it can motivate teams to push forward, it can also blind project managers to the severity of issues. Some managers hold onto the belief that problems will resolve themselves or that a breakthrough is imminent, despite clear signs to the contrary. This misplaced optimism can delay necessary interventions and exacerbate existing challenges.
A project manager might remain silent simply because they do not feel supported. If previous experiences have shown that raising concerns leads to blame rather than solutions, they may hesitate to voice issues again. A lack of resources, understanding, or backing from senior management can further discourage transparency.
Effective communication is crucial in project management, but it is not always straightforward. Hierarchical structures, cultural differences, or the inability to articulate issues clearly can prevent project managers from escalating concerns. When communication is ineffective, problems can linger unresolved until it is too late.
Denial is a natural psychological defence mechanism. Confronting the reality of a failing project can be emotionally difficult, leading some project managers to downplay the severity of issues. Instead of addressing the situation head-on, they may convince themselves that setbacks are temporary and will soon be resolved.
Tight deadlines and strict budgets often put immense pressure on project managers. Admitting that a project is veering off track may be seen as an inability to manage effectively. Fear of additional scrutiny, criticism, or being perceived as incompetent can lead managers to avoid acknowledging problems until they become unmanageable.
Not all project managers have the experience to recognise when a project is failing. Those new to the role or unfamiliar with crisis management may not fully understand the warning signs or may lack the confidence to escalate issues. Without proper training or mentorship, they may hesitate to act.
A company’s culture plays a significant role in how project managers handle challenges. Organisations that value transparency and learning from failure encourage managers to raise concerns early. In contrast, companies that punish failure or discourage open dialogue create an environment where silence feels safer than honesty.
Organisations must take proactive steps to ensure that project managers feel empowered to speak up when challenges arise. Here are key strategies to foster a culture of transparency and accountability:
By addressing the root causes of silence and implementing strategies to promote openness, organisations can create a more resilient and adaptable workforce. Encouraging transparency not only leads to better project outcomes but also fosters a workplace culture built on trust, collaboration, and continuous improvement.
In project management, silence can be costly. The sooner issues are acknowledged, the greater the chance of finding solutions that keep projects on track. Organisations that empower project managers to speak up will ultimately drive stronger performance, innovation, and long-term success.
