Have you ever witnessed a moment where a team spends ages perfecting a deliverable, pouring their heart and soul into it, only to present it to a project manager or senior leader who responds with a perfunctory “Great, now next I want you to…”
I’ve seen this from both sides throughout my career, but on a previous client I watched the entire scenario unfold in real time, and recently it clicked in a new way.
When this happens, the team is often stunned at how quickly their hard work is glossed over.
The project manager, from the team’s vantage point, seems impatient, never satisfied, and always hungry for more.
I like to call this situation “Starving Project Manager syndrome.” Here’s why it happens:
Remote Progress is Invisible
In a remote or distributed work setting, project managers might not witness the day-to-day grind. They see tasks stuck in limbo and get harassed by senior stakeholders for updates. From their perspective, progress looks stagnant.
Mounting Pressure
Because nothing outwardly changes for days or weeks, the manager faces constant pressure. Stakeholders demand progress and question why tasks are still open. This increases the project manager’s anxiety and eagerness to “move the needle.”
Ravenous for Results
When the deliverable finally arrives, the project manager is “starving.” It’s as if they’ve been waiting hours at a restaurant, unaware of the intricacy of the chef’s (the team’s) cooking process. The moment that “meal” arrives, they devour it and immediately want more.
The solution lies in finding balance in communication:
Project managers should make a conscious effort to acknowledge the work done even if they don’t know the details of how it is achieved, celebrate wins, even small ones, and communicate the value of what the team has delivered.
Teams might consider providing more frequent progress updates so the project manager (and stakeholders) can see and appreciate the ongoing effort, rather than waiting until the very end.
When both sides understand each other’s perspectives, it becomes easier to manage expectations, celebrate milestones, and maintain morale.
After all, a well-fed, well-informed project manager is less likely to be impatient or “starving” for the next big deliverable, and a recognised, appreciated team is more motivated to deliver quality work.
Final Thoughts
The “Starving Project Manager” phenomenon highlights the importance of communication and empathy in collaborative work.
While it’s natural for a project manager to push for results, it’s equally vital to acknowledge and celebrate the achievements of the team. By doing so, we foster a healthier work environment, one where everyone feels seen, heard, and valued.