The “Hero Project Manager” Myth — and Why It Shouldn’t Be the Norm
Across my career, I’ve seen many organizations rely on project managers as “heroes” — individuals expected to absorb chaos, manage 360° complaints, and deliver projects against all odds. I’ve even sat in leadership forums where the conversation revolved around “finding and hiring heroes” for the next project, with little to no discussion about how to train, support, or enable all PMs to succeed.
And let’s acknowledge the truth: many PMs do rise to this challenge. They become the shock absorbers of their teams, balancing competing priorities, firefighting daily, and still delivering highly complex projects. Their resilience, leadership, and perseverance deserve genuine appreciation.
I also see posts celebrating these heroic PMs leading teams through stormy project environments—earning hundreds of likes and comments. To me, that response reflects the pressure and shared struggles so many PMs endure.
But it shouldn’t have to be this way. They shouldn’t be alone on this journey.
Because here’s the reality:
When project success depends on heroics, it’s not project management, it’s firefighting and survival. When PMs constantly face “surprises,” it points to weak planning, poor systems and procedures, limited team competencies, and lack of organizational support. Project management, at its core, is a scientific discipline. It is designed to minimize chaos, not simply react to it. Done right, it is proactive—not just reactive.
What makes success repeatable?
- Investing in PM training, coaching, and mentoring
- Building user-friendly, fit-for-purpose systems and procedures
- Equipping projects with competent, empowered teams
- Supporting them in though times, rather than blaming them! They are not the only reason for project’s success or failure, we all are.
Projects will always bring challenges. But if organizations build the right structures, every project doesn’t need a “hero”—it has a system for success.