PowerPoint Overhead refers to the time and effort spent transforming actual work or progress into PowerPoint presentations.
Explanation:
Often colleagues or stakeholders only appreciate information in the form of PowerPoint slides and then only in the summary form, and even worse, they may not fully review or value them.
This phrase is a somewhat cynical acknowledgment of the “lost” productivity in creating visually appealing slides rather than focusing on substantive tasks themselves. This phenomenon can be measured by tracking how many hours are devoted to drafting, reviewing, and polishing slides that, in many cases, receive minimal attention or appreciation.
Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.
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.
I’ve spent most of my career working as a contractor. Early on, I moved into contracting after my second job because it offered the skill growth opportunities I wanted. Since then, I’ve accumulated around 25 years of experience as a contractor, consultant, and vendor. During that time, I only spent two years in a permanent position, and even that was something I did reluctantly.
From my perspective, whether to go permanent or remain a contractor depends entirely on what you want out of your job and your life. Below, I’ll walk through the pros and cons I’ve encountered, in the hope that it helps you make the right decision for yourself.
Why Contracting Can Be Rewarding
Varied Experience As a contractor or consultant, you often get to work with different companies, cultures, and technologies. This variety accelerates your growth and widens your skill set far more quickly than many permanent roles.
Higher Immediate Earning Potential Contractors are typically paid more on a day-to-day basis because they forgo benefits such as holiday pay, pension contributions, and company perks. If you’re comfortable managing your own benefits like pension plans and health coverage, contracting can be financially rewarding.
Autonomy Contractors can usually say “no” more easily. Well, that is not exactly right; everybody can say no, but the ramifications are not normally as extreme for a contractor. You’re not as tied to a single job, and if a project or client doesn’t fit your style, you have the option to move on even at the risk of your reputation. You also escape the often rigid performance reviews that can happen in permanent roles.
Direct Recognition In many permanent positions, outstanding work can be overshadowed by bureaucratic performance review processes, like forced ranking and “bell curves.”, this is particularly true for people that do consistently good work year on year. As a contractor, your performance is judged more on individual tangible results: if you do well, you keep the contract (or earn more); if not, you’re replaced.
Why Permanent Roles Still Appeal
Stability and Security While contractors may earn more up front, permanent employees usually have stronger legal and social protections, along with a built-in support system for pensions, benefits, and paid holidays.
Goodwill and Longevity As a permanent employee, you build a reservoir of goodwill within an organization. If you eventually slow down or need flexibility, it’s often easier to negotiate within a
long-term employment relationship. As a contractor, if you’re not “up to date” or performing at the required level, you can be let go much more quickly, and a client is right to do this after all. “Angels have no memories.”
Reduced Administrative Burden Pension plans, paid time off, training, and other HR-managed benefits are typically handled for you. If managing the “business side” of your career, taxes, insurance, finding new gigs, doesn’t appeal to you, a permanent role can be much more comfortable.
Camaraderie and Team Culture Some people thrive in a stable team environment and enjoy growing with colleagues over time. While you can build meaningful friendships as a contractor, permanents often participate more fully in corporate culture and team-building activities.
Making the Right Choice for You
Ultimately, there’s no universal “better” path, only the path that aligns with your goals, preferences, and circumstances. If someone tells you one is unequivocally better, it could mean it’s better for them (or for their organization) rather than for you.
If you value autonomy, variety, and immediate recognition for your work, and if you’re comfortable handling your own finances and benefits, contracting might be a perfect fit.
If you prefer stability, comprehensive benefits, and a long-term growth path (hopefully) within a single organization , a permanent role might suit you better.
Before you decide, take the time to:
Reflect on your career goals: Do you want variety and frequent changes of scenery, or do you want to focus on growth within a single organization?
Evaluate Your Financial Habits: Can you responsibly manage your own benefits, or do you prefer a structure where that’s taken care of for you?
Consider Your Lifestyle Needs: How important is predictability versus flexibility?
Talk to Those Close to You: Personal circumstances and family considerations can heavily influence which path is more sensible.
No one else can make this decision for you. By weighing the trade-offs honestly and thinking about what matters most to you, you’ll be more likely to choose a path that leads to satisfaction and success, whether that means going permanent or being a contractor.
Have you ever had a manager or customer request something on an impossible timeline, then try to make it official by scheduling a meeting to “go through your solution”? It’s a newer variation on an old management trick, made even more prevalent now that so many of our meetings are virtual.
Here’s how it typically goes: they say, “I need this done by X date.” You push back, explaining you’re fully committed or simply can’t meet that deadline. In response, they book a meeting with the client (or other stakeholders) on that exact date, framing it as a status update or progress report. This sets the stage for them to publicly ask, “So, have you completed the work?”
Why They Do It
By scheduling the meeting, they’re applying social pressure. They know that if you miss the deadline, it’ll be embarrassing, especially with an audience. It’s an implicit “shame threat” designed to force compliance.
The Best Way to Respond
In my experience, the best countermeasure is to be completely straightforward, even coldly formal. When they first propose the meeting, immediately reply with something like,
“Yes, I accept the invite, but as stated, I won’t have the work completed by that time due to other commitments.” Put it in writing. That way, if they still follow through with the meeting and call on you in front of everyone, you can calmly respond with,
“No, I don’t have the work done yet, just as I explained in our prior conversation and in my email. I had other priorities that couldn’t be shifted.” If they try to shift blame or push the issue, stand firm. Offer to include the other stakeholders or teams you’re already committed to, so it’s clear where your time and energy have been allocated. The point is to make sure there’s a record of your prior warning and to be prepared to defend your work.
Having Thick Skin
Let’s be honest, this can feel uncomfortable. No one likes to be confronted or called out publicly. But often, you just have to endure that discomfort once with each manager who tries this tactic. Once they see you’re not afraid to stand your ground, they usually don’t try it again.
Wrapping Up
Deadlines are a reality of work, but forcing them through “shame meetings” is both unprofessional and disrespectful. If you find yourself in that situation, don’t back down.
Communicate your constraints, hold your ground, and let them know you won’t be pressured into an impossible timeline. It might be awkward in the moment, but in the long run, it establishes a working boundary.
One of the biggest sources of frustration in the corporate world is how compliance and support teams require things in a different way from how project focused people request them, and the miscommunication that happens because of it.
On the project side, the motivation is clear: remove a blocker so you can deliver on time with no other considerations. That often leads to brusque requests; we need this done because the project must be finished. However, when someone in compliance or legal looks at that same request a year later, it rarely has enough justification or context to pass scrutiny.
Below are a few insights on why this happens and how to fix it.
The Project Mindset
Project teams typically view requests as stepping stones. If a new firewall rule is needed or cloud resources must be provisioned, it’s only important until the project is unblocked. Once that hurdle is cleared, the request is quickly forgotten.
Unfortunately, this creates a paper trail that lacks the detail future auditors need.
The Audit Perspective
Compliance and legal teams look back at requests to ensure actions were justified and properly approved. They often have zero context about why the change was made.
If your request doesn’t include a self-contained explanation, one that stands on its own without references to external documents or links, it’s difficult (or impossible) to validate later.
Best Practices for Writing Requests
Include Full Context Provide all the why, what, and who within the request. Explain the business case or operational reason, the scope of the change, and which stakeholders approved or requested it.
Avoid External Links
Links to supplementary systems or files can change or disappear over time. An auditor won’t assume that content remains accurate or intact. Put the critical details directly into your request.
Self-Contained Justifications
Imagine someone reading your request years from now with no background knowledge. Write enough detail so they can understand why the request was made and feel confident that it was legitimate.
Think Long-Term
Even if your priority is finishing a project on time, remember that compliance, legal, or any other oversight function will be looking at your request in a completely different context.
Ensure your documentation makes sense regardless of shifting priorities or personnel changes.
Final Thoughts
Good documentation isn’t just a formality; it protects everyone involved. By including thorough justifications and self-contained reasoning in your requests, you help both the project teams to move forward confidently and audit teams to validate decisions years later. This means the support teams are far far more likely to action your requests without pushing back.
