When leaders say yes but do not engage

I was once asked to set up a strategic PMO.

After I got into the role and started speaking to people, I found something difficult. Senior leaders said they wanted a PMO, but I could not see much real interest or enthusiasm for the idea.

That made the work hard. I was in a lower to middle management role, trying to influence people above me on something that needed their attention. The real aim was not just to create templates or reporting. It was to help the organisation connect strategy to delivery through projects, and build a better system for making strategy happen.

I learnt a useful lesson from that work.

You cannot always get influence right. Sometimes the honest answer is that it will take a very long time. Sometimes the timing is wrong. Sometimes you may even need to walk away.

But there are still things you can do.

One of the most useful is to stop trying to influence everyone yourself. Instead, look for the people who already understand the problem, care about the outcome, and can help others come with you.

In Confluity, I call these people champions.

They might be respected team leads, operational managers, specialists, users, or people who are trusted by their peers. They do not need a formal role in the project. They need credibility, interest, and a reason to help.

If you are trying to get people to buy into an idea, do not carry the whole influence job alone.

Find the people who can help the idea travel.

Further reading

• Context: Make Friends and Keep Them Friendly
• What: Identify Change Champions
• How: Project Setup