Shift Conversations,
Ignite Momentum
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Reading time: 3 minutes
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Introduction Â
In one of my coaching sessions with a PMO Director, we tackled a common challenge faced by many managers in complex projects: moving from feeling stuck, unheard, and undervalued to taking decisive, meaningful action. The project in question? Implementing an ERP system to streamline project management in a growing engineering firm. With over 130 engineers, the company urgently needed this implementation to reach a new level of operational capability and better manage their engineering projects.
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Despite having a clear plan and all the necessary details ready for the ERP implementation, the PMO Director found himself bogged down in waiting for feedback and final approval from top management, which never seemed to come. He felt trapped in the cycle of seeking permission for every step, with the CEO being absent and unresponsive, leaving him frustrated and feeling ignored.
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Does this sound familiar?
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Step 1: Identifying the Block
At the start of our coaching sessions, the PMO Director expressed his frustration: âI canât move forward without the CEOâs approval, but he never has time for this project. Heâs always focused on commercial work, and it feels like heâs treating this important projectâcritical from a cost perspectiveâas secondary, even though he demands regular project reports and data. Without this ERP, weâll never be able to deliver the weekly data he wants,â he said.
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Each time the PMO Director tried to take actionâwhether selecting software, defining deadlines, or setting up the new operational flows for ERP integrationâhe found himself pausing, sending endless emails, scheduling meetings with the CEO that were often canceled at the last minute, and ultimately losing momentum. He was stuck in the details, afraid to make decisions without the green light. The purchase contract had even been delayed for almost half a year due to the CEOâs lack of availability to address the matter.
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We discussed how this constant waiting for permission, instead of taking ownership, was the real reason he felt stuck. The project was essential, but it wasnât just about the software or systemâit was about managing his relationship with the CEO, holding the CEO accountable, and maintaining momentum for action.
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The Shift: Asking for "No" Instead of "Yes"
This might sound counterintuitive, and many managers might even dismiss this idea at first. However, when implemented strategically, itâs far more effective and appreciatedâeven by your managerâfor taking action, being assertive, and keeping things moving toward results. Let me explain how the PMO Director made this shift.
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Instead of seeking permission, we focused on how to âask for noâ with a clear plan of action and a firm deadline. I explained the concept: âItâs about offering an opportunity for feedback and making it clear that youâre moving forward regardless.â
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In one of our follow-up sessions, the PMO Director shared his upcoming conversation with the CEO regarding the ERP system. He was planning to ask, âDo you approve of this solution for project management?â I suggested we reframe that question. Instead of seeking permission, we worked on how he could confidently say: âPlease find the comparative analysis report for the ERP procurement. Iâve outlined the pros and cons of each option, and Iâve documented my final recommendation. Iâm sending company XYZ our go-ahead for the implementation starting next Tuesday unless I hear differently from you.â
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At first, he was unsure: âBut what if they donât like it?â he asked. I reassured him: âYouâve done the research, youâve tested the alternatives, and youâve consulted with companies who have implemented each one. You know the risks, whatâs appropriate, and what works best. This decision is within your role, and youâve already thought it through. By giving the CEO a chance to say âno,â but with a deadline, youâre showing initiative, leading the project, presenting concise, analysed data, and taking responsibility for your recommendations.â
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The Result: Confidence in Action
When the PMO Director approached the CEO with the revised message, it was a turning point. The CEO appreciated the clarity and decisiveness, and the final approval came without the need for additional discussions. Most importantly, the project didnât stall. The PMO Director felt heard and was no longer paralyzed by waiting for approval. He moved forward with confidence, knowing that even if the CEO had concerns, they could be easily addressed in a focused discussion for which he was well-prepared. With the deadline in place, he saved time and maintained momentum.
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The best part? It worked. The CEO raised no objections, and the project continued as planned. The PMO Director took ownership of the next stepsâfrom signing the purchase contract to implementing the pilot project, training the team, and integrating the system with existing and new workflows. He did all of this with urgency and purpose.
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The Power of Deadlines and Ownership
What was key to this shift wasnât just the ânoâ or the deadlineâit was the ownership. The PMO Director moved from a place of feeling stuck, constantly seeking approval, to being in control of the process. He stopped waiting for others to make decisions and started driving the project himself.
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By setting clear deadlines and communicating with confidence, he not only kept the project on track but also empowered his team. They saw their leader taking charge, and this energised them to step up as well. Everyone knew the plan, the deadlines, and their responsibilities. There was no room for uncertainty.
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The Takeaway: Bias for Action
The key takeaway for the PMO Directorâand a lesson that I believe is crucial for any manager in a similar situationâis this:Â action beats indecision. The simple shift from asking for approval to confidently setting a course of action transformed this PMO Directorâs approach. By giving the CEO a chance for feedback but taking the lead, he moved from being paralysed by waiting to fully owning the process.
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In the world of project management, especially with large teams and complex systems like ERP, the key to success is momentum. You canât afford to remain stuck. Sometimes, all it takes to get things moving is to shift the dialogue youâre having with yourself and your team.
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Instead of asking, âCan I?â ask, âIâm going to do this unless I hear otherwise.â Add a deadline, and youâll be amazed at how much progress you can make.
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The lesson? Donât seek permission. Take ownership. Move forward. Be prepared with a clear plan and invite high-authority stakeholders to provide feedback by giving them a deadline. Usually, theyâll be happy you have a plan, and theyâll agree with it. If not, theyâll say no and request a meeting for alignment. Use that meeting to work out a shared understanding and keep moving forward. Even the smallest step is better than staying still.
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As a coach, Iâm here to help you move from feeling stuck to taking bold, actionable steps. If this resonates with you, Iâd be happy to guide you through your journey of transformation. I am here to help you through personalised coaching that will ultimately help you embrace this leadership transformation and take bold, actionable steps. If you have not done so already, why not reserve your complimentary strategic session? Together, weâll work on unlocking your full leadership potential and creating a lasting impact on your life and your organization.
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Until next time, keep thriving!
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Alina Florea
Your Management Performance CoachÂ
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Summary:
In project management, overcoming decision paralysis involves moving from a mindset of seeking constant approval to move forward to one of taking ownership and driving action. By setting clear deadlines and framing requests as opportunities for feedback rather than permission, leaders can maintain momentum and accountability. This proactive approach not only empowers teams but also fosters confidence and leadership, ensuring that projects progress smoothly and efficiently, even when facing uncertainty or delays from key stakeholders.
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