Leadership is too often seen as the domain of managers and frameworks, but Rob Anderson believes it starts much earlier, and much wider. Drawing on personal experience, he makes the case for inclusive, human-first project leadership that empowers people at every level to own outcomes, navigate challenges, and drive success.
With nearly 70% of UK workplace projects failing to meet expectations, the conversation around leadership has never been more urgent, or more misunderstood. Project failure is often blamed on weak planning or technical gaps, but more frequently it boils down to something simpler and more human: a lack of confidence, ownership, and clear leadership at the frontline.
This is a missed opportunity
Across every industry, from construction to healthcare, technology to media, education to retail, people are delivering projects without being told they are, let alone being supported to succeed. They’re launching products, building systems, implementing services, and managing change. Yet training for these roles often remains the preserve of those with formal project management titles.
This is a missed opportunity. Project leadership is not a title; it’s a skill set, and one we need to cultivate much earlier in our careers.
Beyond management: The vision and responsibility of true project leadership
Project leadership goes beyond project management. While project management focuses on tasks, timelines, and resources, project leadership is about setting the vision, guiding the team, and taking responsibility for the project’s success.
Leadership can come from all levels of the organisation, not just the top. It’s about empowering others, fostering collaboration, and creating an environment where healthy challenge is encouraged, allowing team members to question, innovate, and contribute their best ideas.
While project managers execute the plan, project leaders inspire the team, navigate uncertainty, and ensure the project’s long-term success. Project management is the “how,” while leadership is the “why.”
Leadership: Human first, framework second
My own leadership journey was shaped by overcoming challenges many young people face but few discuss openly. Early difficulties in education taught me that success isn’t about spreadsheets or checklists; it’s about resilience, communication, ownership, and trust.
These skills were first developed not in an office, but on the rugby pitch, building inclusive, high-performing teams by listening, collaborating, and leading with empathy. This human-first approach is the foundation of how leadership should be taught and practiced.
Investing in the next generation
To tackle the UK’s project delivery crisis, training existing professionals is not enough. We must also invest in the next generation of leaders.
Graduates and school leavers enter a workforce demanding problem-solving, communication, collaboration, and ownership which are the core competencies of effective project leadership. Yet most young people leave education without practical skills to plan, manage, or lead projects. This gap hinders organisations and stifles early-career talent.
Embedding project leadership skills earlier creates a stronger launchpad for young professionals and a more reliable delivery foundation for businesses. It’s a clear win-win.
Project leadership: A cross-industry essential
Project leadership is relevant across all sectors. Nurses implement new treatment protocols. Junior developers pilot software and build MVPs. Administrators roll out curricula. Retail managers deliver seasonal campaigns. Site supervisors coordinate construction teams and schedules.
These skills are every day, real-world capabilities, yet they remain rarely taught explicitly. The consequence? Thousands of professionals lead projects without formal training or confidence. To improve outcomes, leadership development must become accessible, inclusive, and practical.
Leadership is everyone’s business
True leadership is not about authority or titles. It’s about clarity, ownership, resilience, and guiding others through uncertainty while managing risks and focusing on results.
These are essential skills, not optional extras. The Project Management Institute’s 2023 Pulse of the Profession Survey identifies communication, collaborative leadership, and adaptability among the top “power skills” driving project success.
Organisations serious about improving project delivery need to prioritise developing these capabilities at all levels, from new joiners to senior leaders.
Rob Anderson is founder of Leadership Launchpad
