Why Executives Don’t Speak Project Language (And Why That’s Okay)

Ever found yourself banging your head against a wall because your executives just don’t seem to “get” project management? You’re not alone. In fact, this is one of the most common frustrations I hear from project professionals around the world. So in session 4 of Project Management Mythbusters, Al Zeitoun and I tackled this issue head-on: Executives don’t understand project management... and guess what? It’s not their job to!

Why Don’t They Get It?

Executives are busy steering the ship – they’re focused on strategy, business outcomes, and big-picture decisions. It’s not their job to know the ins and outs of project management processes, templates, or methodology. Expecting them to grasp every detail is like taking your car to the mechanic and being baffled when they start spouting technical jargon. You don’t need to know how the engine works to know it should run smoothly – you just need someone competent to fix it when it doesn’t.

The real issue here isn’t that executives don’t understand project management. It’s that we, as project professionals, need to be better at speaking their language. We’re like mechanics babbling about carburetors when all the exec wants to know is how to get from A to B without breaking down on the side of the road.

👉 For more on speaking the executive’s language, check out my blog on "Crossing the Information Divide: How PMOs Can Communicate Strategic Value to Execs".

The Secret to Building Trust

Instead of trying to turn your execs into mini project managers, focus on translating your project goals and challenges into terms they actually care about. Ask them questions that dig into what success looks like from their perspective. What’s the ultimate value of the project? What are the risks they’re most concerned about? Then, communicate your plans and updates in terms of that value.

The key here is partnership. Think of your relationship with your sponsor or exec as a strategic partnership rather than a one-way reporting line. Great project sponsors don’t micromanage – they remove obstacles, help secure resources, and advocate for the project’s success. Your job is to make it easy for them to do that by giving them relevant, high-level information, not drowning them in project minutiae.

👉 Learn more about how changing the culture of your organization can transform your project and portfolio management success in Al Zeitoun's latest book "Creating Experience-Driven Organizational Culture: How to Drive Transformative Change with Project and Portfolio Management".

Build Their Language Skills (Or Build Yours)

Let’s face it – you’re not going to teach most execs to love project management. Instead, meet them halfway. Learn to translate project speak into business speak. If you can make the connection between project outcomes and strategic goals, you’ll find it much easier to get buy-in, support, and enthusiasm from your leadership.

And remember, the best way to get their attention isn’t to bury them in data. It’s to help them understand how the project is delivering value to the business. Start speaking their language, and you might just find your biggest critics turning into your biggest supporters.

👉 Curious about how to align your project portfolio with strategic priorities? Check out our "Ultimate Guide to Project Prioritization" for practical tips and real-world strategies.

So, the next time you catch yourself grumbling about execs not understanding project management, take a step back. It’s not their job to get it. It’s your job to make it relevant to them. Learn their language, understand their pain points, and build a partnership that works for both sides. You’ll be amazed at how much smoother your projects start to run!

Next Steps

In this free workshop, we'll walk you through how to identify your exec's pain points, analyse the root causes of that pain, and create a clear roadmap to effectively address those root causes, empowering you to win the support from leadership that's needed to transform your PMO.