Why project management skills are invaluable as an executive and may help you get hired
Updated: 6 days ago
Project management equips you with a range of invaluable skills, from effectively planning and executing projects, to delivering successful outcomes within a set timeframe. For aspiring executives working their way up the corporate ladder, these kinds of skills and competencies are highly desirable in the workplace.
Executive Interview Coaching founder Richard Elstone says many of the most successful executives he’s coached have a background in project management. “It’s a fantastic skill to have as an executive, to be able to break down what you want to do, and then actually work towards that goal within a timeline.”
According to the Australian Institute of Project Management's The State of the Project Profession 2026 Report, project management capability is in growing demand across almost every industry. As organisations undertake increasingly complex work and transformation initiatives, the demand for project managers is placing pressure on workplace supply.
Here’s why project management skills may help you land your next executive appointment.
They give you discipline
Project management skills help executives stay disciplined and focused by creating structure around how tasks are planned, prioritised and executed. Project managers define a clear goal, whether it’s increasing sales or improving operational efficiency, and then work backwards to develop a structured plan to achieve it.
Establishing timelines and key milestones helps keep the team accountable and on track. In this way, team members can maintain momentum, avoid distractions and progress towards the common goal.
“The good thing about it is discipline,” says Richard. “If you treat every line management role like a project, then it gives you discipline about what you want to achieve. It gets the focus happening.”
They help you see the big picture
Richard says one of the first things executives who are new to a role need to do is to look at the talent pool and identify an obvious successor. That’s where a background in project management can be useful.
“One of your jobs really is to do yourself out of a job or to make sure you’re ready for your next step,” says Richard. “A lot of people are not promoted because they don’t have a successor. Some start the journey far too late.”
Richard says executives who approach their role like a project, setting clear objectives for what they want to achieve during their tenure and identifying then developing their successor, are more likely to position themselves for future promotion.
“One executive I know treats every role like a project,” Richard says. “She will map down what she wants to achieve over two years, everything she wants that particular department to achieve, and then she creates a project plan using project management tools, with all the tasks that need to happen in order to reach the end goal. Her project plan will always include developing a successor.”
You understand how to delegate
Successful entrepreneurs like Richard Branson recognise delegation as a leadership skill. Branson has previously alluded to the importance of delegating to different team members in order to draw on different strengths and focus on the big picture. "It’s vital to the success of your business that you learn to hand off those things that you aren’t able to do well,” Branson says.
The same holds true for executives, and a background in project management teaches you how to delegate successfully. Project managers know that they can’t try to do everything themselves. They learn to assess individual team members’ strengths and capabilities and line them up with tasks suited to their skillset.
Richard says delegation is all about trust. “Some executives don’t fully trust their team,” he says. “What that usually means is that they don’t trust their own judgment. They may see themselves as committed and hardworking executives, but others may see them as a power freak, a micro-manager, or even a bully. Understand and accept that you cannot be in control all the time and back your team and their capabilities. Step back and let them do their jobs. Avoid micro-managing habits such as daily check-ins and remember to acknowledge and praise their efforts.”
The trick with delegation, Richard says, is to give someone responsibility for achieving an outcome, rather than delegating them a task. “Another mistake a lot of executives make is they take on too much,” he says. “That’s not going to develop the team. It makes them be perceived as a poor leader and a poor manager. It is a massive failure of executives not to delegate and share the load.”
How to move into project management
Nowadays, organisations are constantly undergoing change, and many aspiring executives find themselves landing a project management role and learning skills on the job. There’s also a range of project management courses available that can help executives to attain professional certification.
A survey of professionals by the Australian Institute of Project Management found that certification contributed to improved employability, career progression and stronger workplace performance. Interestingly, in the world of AI, the report noted that while technology was transforming project practices, human capabilities were still fundamental. The report said future professionals would require technology capability, plus human leadership and professional judgement.
How Executive Interview Coaching can help
Executive Interview Coaching offers a range of services to prepare executives for their next career opportunity. Whether you need assistance finetuning your resume or perfecting your interview responses, Executive Interview Coaching gives you the confidence you need to excel in a senior executive interview setting.
Just like with project management, Richard will take the time to understand your end objective, then works through all the steps to achieve your goal and move to the next level in your career. To find out more, get in touch today.
About Richard Elstone
Richard Elstone is Founder of Executive Interview Coaching and a Partner at Amrop Carmichael Fisher, advising Boards, CEOs and executive teams on executive appointments.
