The 4 Types of Project Managers

Are you an executive looking for a more strategic approach to organizational growth? Research has identified four distinct types of project managers, each essential for pursuing different growth opportunities effectively. This framework provides a comprehensive approach to business development strategy. You might wonder whether all four types are truly necessary—couldn’t you succeed with just one? The reality is that even the most stable industries face unexpected disruption.

Market conditions can shift rapidly, and organizations need to be prepared for various scenarios. This is why having all four types of project managers on your team is crucial for sustainable growth. In hypercompetitive industries, growth opportunities are abundant, but they still require careful assessment and quantification. Success depends not just on identifying opportunities, but on having the right expertise to evaluate and execute them effectively. Therefore, all four types of project managers are essential for sustainable organizational growth.

Each type brings unique strengths and perspectives to your organization. Relying too heavily on just one type of project manager means missing significant growth opportunities. A diverse project management team ensures you can capitalize on the full spectrum of possibilities available to your organization.

The Four Types: Your Strategic Dream Team

Basically, we’ve got four types of project managers, and they’re all different but equally important. It’s like the Spice Girls – they’re all different, but when they come together, it’s magical.

Why You Need All Four Types

These project managers are like superheroes, each with their own superpower that helps them tackle different growth opportunities. You need them all because they see things in different ways and can gain support from different people in the organization. It’s like a team of Avengers – you need Iron Man, Captain America, Thor, and the Hulk to save the world.

The Right Mix for Your Organization

Now, that doesn’t mean you need an equal number of each type. Most organizations need executors to keep the profits coming in, but you also need a few prophets, gamblers, and experts to identify and pursue growth opportunities that are off the beaten path. It’s like playing a game of chess – you need your pawns to protect your king, but you also need your knights and bishops to make strategic moves and take risks.

Meet Your Project Management Team

So let’s meet the team, shall we?

• The Prophets: Like the fortune tellers of the group. They can see the future and identify growth opportunities that others can’t.
• The Gamblers: Like the high rollers. They’re not afraid to take risks and make bold moves.
• The Experts: Like the brains of the operation. They know everything there is to know about their field and can solve any problem that comes their way.
• The Executors: Like the worker bees. They keep everything running smoothly and make sure the profits keep rolling in.

So there you have it, folks. You need all four types of project managers to succeed in the business world. It’s like assembling a pizza – you need all the toppings to make it delicious. Don’t be afraid to take risks, think outside the box, and bring in some experts to help you renew and grow your organization.

1. The Prophet Type

The prophet type serves as the visionary within the business landscape, akin to a fortune teller who actively seeks out unconventional growth opportunities. It’s comparable to the pursuit of a unicorn—while it may seem elusive, the thrill of the chase is undeniably exhilarating.

How They Operate

The prophet type is all about taking risks and pushing boundaries. They don’t play by the rules; they make their own. And they’re not just thinking outside the box, they’re throwing the box away altogether. It’s like a rebel without a cause, except this rebel has a cause – growth.

These visionaries thrive in ambiguity and uncertainty, seeing potential where others see only chaos or impossibility. They often face resistance from more conservative team members who prefer predictable outcomes and established processes. However, their ability to envision radical solutions makes them invaluable for organizations looking to disrupt markets or pioneer entirely new business models.

Their Strengths and Limitations

Now, obviously, running these kinds of projects is risky. It’s like trying to walk a tightrope blindfolded. But that’s what makes it so exciting! And sure, there’s a chance that the growth opportunities won’t pan out, and the prophet will be seen as a “false prophet.” But you know what they say, you can’t make an omelet without breaking a few eggs.

Strengths:

• Challenges existing strategy with radical thinking
• Pursues overlooked growth opportunities outside conventional boundaries
• Brings innovation and breakthrough potential to organizations
• Willingness to take bold risks for transformational growth

Limitations:

• High risk of failure with unproven concepts
• Difficult to assess the success likelihood before implementation
• May be dismissed as unrealistic or impractical
• Success often depends on timing and market readiness

Real-World Example

But don’t just take my word for it – even Google has a unit called X (formerly Google X) that’s all about these moonshot ideas. They’re solving big problems using radical solutions and breakthrough technologies. It’s like trying to cure cancer with a popsicle stick and some duct tape. And sure, it’s impossible to realistically assess the likelihood of success before they try it out, but that’s what makes it so exciting.

When You Need Them

So if you want to challenge the existing strategy and pursue overlooked growth opportunities, you need a prophet on your team. They might not always be right, but they’ll sure make things interesting. It’s like adding a little spice to your bland office cubicle.

2. The Gambler Type

This guy is like a high roller at the casino, except instead of chips, he’s betting on growth opportunities within the existing strategy. It’s like trying to hit the jackpot without knowing if there’s even a jackpot to be won.

How They Operate

The gambler type is all about taking chances and making big bets. They’re not afraid to roll the dice and see what happens. And while they play by the rules of the game, they don’t have a good business case to back up their bets. It’s like convincing your boss to let you play video games all day because you just have a hunch it will improve your productivity.

But don’t worry, the gambler type isn’t just blindly throwing money around. They seek to engage other members of the organization who are also up for a little risk-taking. It’s like getting your coworkers to pitch in on the office lottery pool – you might not win, but at least you’ll have some fun trying.

Their Strengths and Limitations

Sure, there’s a chance that the growth opportunities won’t be feasible and will result in significant losses. But that’s the price you pay for taking risks. And the gambler type is necessary because they can update the existing strategy by pursuing growth opportunities that others have overlooked. It’s like finding a diamond in the rough – you never know when you’ll strike gold.

Strengths:

• Willingness to take calculated risks within the existing strategy
• Ability to identify overlooked growth opportunities
• Strong networking skills to build coalitions for risky projects
• Intuitive decision-making when data is limited

Limitations:

• Often lack solid business cases to support their bets
• High potential for significant losses if opportunities don’t pan out
• May struggle to get formal managerial approval upfront
• Success depends heavily on luck and timing

Real-World Example

And speaking of striking gold, MTV’s first digitally integrated and interactive program, Top Selection, was driven by gamblers. They tried it out under the radar before they had enough proof of concept to get managerial approval. It’s like launching a new product before you know if it’s even going to sell. But hey, sometimes you have to take a chance to see what sticks.

When You Need Them

So if you want to make some big bets on growth opportunities within your existing strategy, you need a gambler on your team. They might not always win, but they’ll sure make things interesting. It’s like playing a game of poker – you never know what the other players have in their hands, but you can bet on the gambler to make a bold move.

3. The Expert Type

These guys are like the brains of the operation, except instead of solving math equations, they’re pursuing growth opportunities that are well-supported by solid, trustworthy data. It’s like following a recipe to make the perfect cake – you know exactly what you need to do to make it work.

How They Operate

The expert type is all about challenging the existing strategy by pursuing growth opportunities that lie outside the current strategy, but are backed up by solid quantitative evidence. They’re like the detectives of the business world, following the clues and gathering the evidence to make their case. And while the growth opportunities are well-supported and should be feasible, the challenge is getting other organizational members to listen to their advice. It’s like trying to convince your coworkers that your crazy idea to start a unicorn farm is actually a good idea.

Their Strengths and Limitations

But don’t worry, the expert type isn’t just spouting off random ideas. They have the data to back up their claims, and they’re just trying to make organizational members aware of the need for strategic change. It’s like trying to get your boss to switch from fax machines to email – you know it’s a better way to do things, but you have to convince everyone else.

Strengths:

• Data-driven decision making with solid quantitative evidence
• Ability to identify opportunities outside the current strategy
• Strong analytical and research capabilities
• Evidence-based approach to strategic change

Limitations:

• Difficulty getting organizational buy-in despite strong data
• May struggle with internal politics and resistance to change
• They focus on data might overlook intuitive or creative solutions

Real-World Example

And if you’re wondering if this type of project manager actually works, look at Intel’s transition from memory chips to microprocessors. The key employees within the organization tried to persuade management of the value of the opportunity for some time, and it took the executive team several years to finally make the organizational transition. But with the expert type on their side, they were able to make the transition successfully. It’s like changing the tires on a moving car – it’s not easy, but with the right tools and expertise, you can do it.

When You Need Them

So if you want to challenge the existing strategy and pursue growth opportunities that are well-supported by data, you need an expert on your team. They might not always be the flashiest, but they know their stuff and can make a real difference. It’s like having a math wiz on your side – they might not be the coolest, but they can help you solve any problem that comes your way.

4. The Executor Type

These guys are like the workhorses of the business world, except instead of pulling a plow, they’re executing growth opportunities that are well-documented and aligned with the existing strategy. It’s like following a recipe that you know will turn out delicious – you don’t need to reinvent the wheel, just follow the steps.

How They Operate

The executor type is all about getting things done. They’re like the drill sergeants of the business world, following a rigorous analysis to make sure everything is aligned and executed properly. And while there’s no risk or uncertainty involved, getting everyone on board is not always easy. It’s like trying to convince your coworkers to switch to a new email system because it’s more efficient – some people don’t like change.

Their Strengths and Limitations

But don’t worry, the executor type isn’t just a stickler for the rules. They have a limited number of growth opportunities that are low-hanging fruit, but they know how to execute them to perfection. It’s like the saying goes, “If it ain’t broke, don’t fix it.”

Strengths:

• Expert execution of proven strategies
• Systematic approach to implementation
• Reliable delivery of results

Limitations:

• Can’t provide insights into radical or unknown business opportunities
• Focus on the existing strategy rather than innovation

Real-World Example

And if you’re wondering if this type of project manager actually works, look at DuPont’s approach for assessing and implementing growth opportunities. It’s a phased and systematic handling of new opportunities within a disciplined framework built on best practices, providing standardized guidance throughout the process. It’s like following a manual to build a piece of furniture – you know it will turn out great as long as you follow the steps. And it’s particularly suitable for executors who know how to plan and execute effectively.

When You Need Them

So if you want to execute well-documented growth opportunities and aligned with the existing strategy, you need an executor on your team. They might not be the most exciting, but they know how to do the job correctly. It’s like having a reliable car that always gets you from point A to point B – it might not be a Ferrari, but it’s always there when you need it.

How Do They Interact With Each Other?

Let’s talk about the drama that can happen when you put different types of project managers together. It’s like mixing oil and water – they just don’t seem to get along. The prophets think the executors are too bureaucratic and rigid, while the executors think the prophets are unrealistic and disorganized. It’s like trying to get your cat and dog to be friends – they don’t see eye to eye.

The Risk of Organizational Imbalance

When one type of logic becomes dominant in the organization, it can lead to some serious problems. Employees of a different type might leave the organization and take their ideas with them, leaving you with a bunch of executors and no prophets. And relying on just one type of logic can lead to organizational inertia, which is no good in a dynamic and evolving market. It’s like wearing the same outfit every day – it might be comfortable, but it’s not going to impress anyone.

Solutions for Managing Different Types

1. Use Boundary-Spanning Individuals

You can introduce some boundary-spanning individuals who can navigate among the different types. It’s like having a mediator to help your cat and dog get along. These individuals typically possess strong interpersonal skills and can translate between different project management languages and approaches.

2. Executive Bridging Role

Top management can adopt a “bridging” role to allow for coexistence and diversity. It’s like being the cool parent who lets their kids be themselves. This leadership approach requires executives to actively facilitate communication between different project manager types while respecting their unique perspectives and working styles.

3. Cross-Type Workshops

As an executive, you can also set up a workshop where the different types meet and discuss with their alter ego. It’s like a group therapy session for project managers. The executors can talk to the prophets, and the gamblers can talk to the experts. And who knows, maybe they’ll actually learn something from each other. It’s like getting your cat and dog to play together – it might take some work, but it’s worth it in the end.

Don’t let the drama get in the way of your organization’s success. Embrace the different types of project managers and create a space where they can all coexist and thrive. It’s like having a diverse group of friends – they might have their differences, but they make life more interesting.

Are Executives Part of the Problem?

Executives often struggle with project assignment decisions, failing to consider the unique strengths and weaknesses of their four project manager types. This misalignment between project requirements and manager capabilities can lead to significant organizational failures.

The Hierarchy Myth

All types are equally valuable. Despite this reality, executives frequently fall into the trap of viewing certain types as superior to others. The media spotlight on prophets and gamblers creates a false perception that these roles are more prestigious or important than experts and executors.

Common Executive Mistakes

Mismatched Promotions:

• Promoting successful executors to lead prophet-type projects
• Assigning prophets to projects requiring expert-level execution
• Assuming past success in one type translates to success in another

The Hype Trap: Executives get caught up in the excitement surrounding visionary prophets and risk-taking gamblers, often overlooking the critical value that experts and executives bring to sustainable growth.

The Solution: Strategic Type Matching

Instead of hierarchical thinking, executives need to:

1. Recognize Equal Value: Understand that each type contributes uniquely to organizational success
2. Match Skills to Projects: Align project requirements with the appropriate manager’s strengths
3. Provide Appropriate Support: Give each type the resources and environment they need to excel
4. Avoid Type Favoritism: Value all four types equally in recognition and reward systems

The key is treating your project management team like a comprehensive toolbox—using the right tool for each specific job rather than trying to force a single tool to handle every task.

Conclusion

Let’s cut to the chase – having a diverse team with all four types of project managers is key to successful business development. Each type brings its own unique flavor to the mix, and you need all of them to make a winning recipe. It’s like a pizza – you need all the different toppings to make it delicious. Sure, some people might prefer mushrooms while others like pepperoni, but the combination of all the flavors makes it great.

So as an executive, it’s your job to make sure you have each type within your organization, and to give them the space to work their magic. You need to understand and appreciate their different ways of thinking, and match them with the right projects. It’s like putting together a puzzle – you need all the pieces to complete the picture. But unfortunately, too many executives focus on a narrow range of people and ideas, and end up missing out on all the delicious opportunities out there.

You can’t just stick with the same old toppings all the time – sometimes you need to try something new and spicy. That’s why having a diverse team is so important for driving commercially sustainable growth. So let’s stop playing it safe and start embracing the unique strengths of each individual employee. It’s like going to a buffet – you want to try a little bit of everything to find out what you really like. Only then can you create a winning recipe for success.

Suggested articles:

• Guide to Becoming a Successful Project Manager
• The Soft Skills That Set Great Project Managers Apart
• 6 Mistakes to Avoid When Hiring a New Project Manager