Most projects do not fail because of the technology. In the middle of the heat wave, I had a leadership development session with Mark, who is an IT manager who runs IT projects with teams across different locations. As he was leaving for his summer holiday, he was joking with me about my banging on about transferable skills, and that I repeatedly mention that project management skills are undervalued, as in my opinion, they are so useful in many situations. They fail in the process and because there is not sufficient attention to getting the human side right. A good project manager creates more than Gantt charts – he or she leads and provides clarity, honesty, safety as well as momentum.
In fact, he said that he was determined not to run the forthcoming multi-generational holiday like a project and his family as a project team.
Then, when I received an email from Mark, I thought he had encountered a work issue and needed sparring. Not so, his email was a “holiday postcard”, and I will proudly share the key content.
He wrote, that initially it felt like he could not switch off, then it slowly dawned upon him, that “project managing” or leading had become rather ingrained in him.
He recounted, that a first test came at the hotel check‑in, where there was a booking mix‑up that meant the rooms were not what was booked. Instead of being frustrated, Mark naturally started negotiating: – stating the facts in a calm tone, positioning himself as collaborative and proposing a positive solution. Within a few minutes, he had secured better rooms and a small upgrade to the delight of everyone.
After settling in the first couple of days, Mark noticed the familiar signs of diverging interests: teenagers wanting adventure, grandparents wanting rest and his partner hoping for a bit of everything. Before tension mounted, he wrote, that he created “autonomous sub‑groups”, small, self‑directed clusters with their own mini‑plans. Different language than in the office, but still a gentle coordination that gave everyone freedom without losing the sense of togetherness. He added, that he had smiled to himself and was still enjoying the result: less tension and a more positive family dynamic where everyone feels seen and accommodated.
What about Mark himself, you may ask. He is experienced enough to carve out quiet pockets of time to recharge his energy: he is enjoying his early morning swims, a solo walk to a lighthouse and twenty minutes or half an hour with his book and a drink in the shade.
He is bordering on being an introvert and treats his own surplus and well‑being as essential, not an optional extra.
Last, but not least, he mentioned that when some other people holidaying tried to pull the family into last‑minute plans that would have disrupted their day, Mark had to step in and, I have no doubt, he did it diplomatically, protecting the group from unnecessary interference. His conflict‑prevention skills (early stage of conflict-handling), kept the holiday flowing without unnecessary drama.
Mark’s leadership is not really about “project-managing” his family; yet, like a good project manager, he is supporting them and creating space around them. The family holiday proved that good project management is not just for work.
Believe me, I am glad, I was sitting down, yet obviously chuffed to hear Mark now banging on about how the application of those life skills brings clarity, calm and connection. Transferable skills? Apparently so.
