ABSTRACT
Project managers generally have no direct authority over their project teams. Many derive their authority indirectly from a manager, director, or a C-suite executive through a project charter, wherein they have it stated, or by proximity to whom they report. Leading without direct authority is just as much an art as it is a skill. There are four main areas of emphasis that a project manager should apply themselves to lead without direct authority. They are: remove roadblocks and anti-Flow that inhibit the team’s performance; get to know each other and build trust; promote team autonomy; and be a human first and a project manager second. Teams that can attain Flow, or optimal performance, can produce their project deliverables on scope, on budget, and on time. Any roadblocks that impair their Flow is anti-Flow. Teams without a clear and agreed-to vision are difficult to lead under any circumstances.
