Transcription
Whether you're a new project manager or you have years of experience, starting a new job as a project manager can feel like jumping onto a moving train. There's already momentum. Things are flying by fast, and you're expected to steer without knowing exactly where the controls are. Yes, it's exciting, but it can also be overwhelming. But you're not alone. I've coached hundreds of project managers through their first few weeks on the job. And in this video, I'm sharing 10 tips that are critical for success. These are the ones that you won't find in the onboarding guide. These are the habits, mindset, and practical strategies that will help you build credibility and enjoy the challenge of stepping into something new. And make sure you stick around for the last tip because it's the one silent skill that can make or break your reputation and most people overlook it. Okay, let's get to it.
Tip one, start with curiosity, not certainty. When you step into a new project manager role, there's often internal pressure to prove yourself, to come in strong, make decisions quickly, and show everyone you've got it under control. But the truth is the best thing you can do in your first few weeks is lead with curiosity. Not certainty, not bravado, just thoughtful, grounded curiosity. You are not expected to know everything on day one. And pretending you do is where I often see new project managers stumble. Instead, your focus should be on learning the landscape. How this company runs projects, how decisions get made, what's really important to the team and to leadership. That means asking smart questions like, "Can you walk me through how this team typically delivers a project? What are some things you wish previous project managers had done differently? What's one thing I should know about working with this group?" Start building a mental map of people, politics, and pressure points. Write down any acronyms you don't know. Write down the systems you need to get access to. Don't feel embarrassed to ask the basics, cuz odds are someone else on the team has the same question and they're afraid to ask it, too. Early in my career, I often jumped into leadership roles by default as what I call an accidental project manager. I didn't always know the terminology or the tools, but what helped me gain traction quickly was asking good questions, learning fast, and staying humble. That's what helped me build my credibility. And here's the thing, people want to help someone who's genuinely trying to understand. Curiosity builds connections and it open doors. And in those first few weeks, it lays the foundation for trust, which is the most valuable asset you can bring to a new team. So ditch the pressure to have all the answers and replace it with curiosity. It's not a sign of weakness. It's one of the strongest leadership moves you can make early on. If you're serious about leveling up your project management skills, that is exactly what I do. and I put together a free guide with the six project management basics that will help ensure project success. I'll put a link in the description box below.
Tip two, build your network before you build your plan. In your first few weeks, one of the most powerful things you can do is start mapping out the stakeholder landscape. You want to figure out things like who influences what, who owns which systems, who's quietly shaping the outcome of this project without ever being in the room. You don't need to know the entire business model on day one. But you do need to know who the people are. So set up short intro calls or coffee chats. And you want to do that with your media team, crossf functional peers, external stakeholders who impact your timelines or resourcing, and of course, sponsors and key senior executives. And in those meetings, ask these types of questions. What do you and your team do? What are the biggest challenges you're facing? How do you see this project impacting your work? What do you need from me to be successful? Take verbatim notes. This is going to help you and patterns will emerge. Gaps, pain points, unspoken expectations. You'll begin to see how your role fits into the larger picture. And most importantly, you'll build relationships that will pay off when deadlines tighten or priority shifts. These early conversations aren't just you being nice. These are strategic moves. Every stakeholder you meet helps you understand where the real risk and opportunities lie. Every relationship you build gives you a faster path to resolving issues later. And every note you take becomes part of a broader picture of how this organization truly operates. So before you rush to update a timeline or dive into status reports, invest your time in people. Because in project management, your ability to lead often comes down to your ability to connect, build trust, create alignment, and move forward together.
Tip three, give yourself time to find your rhythm. Starting a new project management role can feel like stepping into a middle of a movie. One where everyone else knows the plot, the characters, and the inside jokes, and you're just trying to figure out where to sit. If you feel like you're behind, overwhelmed, or even a little bit lost in your first few weeks, that's not a red flag. It's normal. Every project manager I've coached has gone through that moment where they question whether they're cut out for the job. You are not alone. The key is not to panic. The real learning happens as you go. No one expects you to master the full project, all the systems, and every stakeholder dynamic in your first two weeks. But what they will notice is how you show up. They're looking to see a few things. Are you present and prepared? Are you asking smart questions? Are you willing to take action even when things feel messy? Confidence isn't about knowing everything. It's about moving forward while you're still learning. You'll make mistakes. We all do. But if you stay engaged, keep listening, and keep showing up, things will click. Usually after a month or two, you'll find your footing, your voice, and your rhythm. So yes, expect to feel behind, but don't let it stop you. Give yourself time to find your rhythm. It will come.
Tip four, don't lose sight of the purpose. In the first few weeks of new project management role, it's easy to get swept up in the what. What's overdue? What tool the team uses? What is the status? But the most effective project managers always stay anchored in the why. Why does this project exist? Why now? And why does it matter? If you're unclear on the purpose behind the project, stop and ask. Ask your sponsor. Ask your business lead. Ask your client. The answer may not be perfect, but even partial clarity will help you make better decisions about priorities, tradeoffs, and communication. Because here's what happens if you don't ask. You'll start driving deliverables without understanding what success actually looks like. Your team might end up solving the wrong problem or build something no one really needs, or you'll burn time and resources chasing outputs instead of outcomes. Your job isn't just to keep the project running. It's to make sure it's delivering the right value. Here's a simple way to stay connected to the why throughout the project. First, start by writing down your understanding of the project's purpose in one sentence. Use that sentence to evaluate your work. Is what we're doing right now supporting that purpose? Repeat it in a p in a meeting, in the kickoff deck, in other key documents. That will help to keep the team aligned on more than just the next task. So, they keep the big picture in mind. When you're guided by the purpose, you bring clarity to the project. And that clarity becomes your compass when priority shifts, issues arise, or decisions need to be made fast. That's part of why I created my SLE project management course. It teaches you when and how to really get to the why of projects. Figuring out your purpose happens first in the initiation stage and then it pops up through the other stages of your project as things shift and change. The key is it's always important to keep your finger on the pulse of the project purpose.
Tip five, get your hands dirty sooner rather than later. In your first week on the job, it's easy to fall into a passive mode, reading documentation, sitting in on meetings, waiting for someone to tell you what your real work is. But if you want to make an impact early, you need to get involved immediately. Find something, anything that you can start contributing to. Ask your manager, "Is there a task I can help move forward this week?" Even if it's administrative or behind the scenes, it gives you visibility into how the work gets done. It also sends a powerful signal, one that says you're here to help, not just observe. The best learning doesn't happen in onboarding modules. It happens in the daytoday of working through challenges. Picking up a stray task may teach you how a key tool works, who to talk to for specific approvals, or even where the real process breakdowns are hiding. Even more importantly, it helps you start building credibility. When your team sees you t initiatives, asking smart questions, and more importantly making progress even on the small stuff, they start trusting you with the bigger stuff. This doesn't mean you say yes to everything or spread yourself too thin. It just means you look for opportunities to contribute early. Show that you're not afraid to jump in, get messy, and figure things out as you go. That's often how the best project managers earn respect, not by waiting to be invited in, but by showing up ready to work.
Tip six, command the room, even when you're new. One of the fastest ways to build credibility as a new project manager is to show you can lead a room with clarity and calm, even if you're still learning the ropes. Because ready or not, you will be asked to run meetings, facilitate updates, and keep conversations on track. And here's the thing, your team is watching how you lead. Stakeholders are watching, too. Your energy, your tone, your organization, it all signals whether this project is in capable hands. No pressure, okay? But don't worry, I got you. Here's what you are going to do. Leading the room doesn't mean having all the answers, but it does mean showing up prepared, focused, and in control of the flow. Here's how to start. Set the agenda. Never walk into a meeting without one, even if it's just three bullet points. It shows respect for people's time and sets the tone for the conversation. Two, you want to state the goal. by the end of this meeting, we want to confirm X and decide on why. That's what keeps things moving forward. And you want to facilitate with presence. Make space for the input. Keep the decisions on track. And don't be afraid to redirect if the group starts to spiral. Your job is to protect the purpose of the meeting. In fact, at the start of the meeting, I like to ask each attendee for permission to time them out if things get too far off track. Now, if public speaking or facilitation isn't your strength yet, don't worry. It's skill like any other. And if you can offer, well, if I can offer one tip, it's this: practice speaking out loud. Even just five minutes a day makes a difference. Or take a live speaking course if you can. The confidence you build will carry into every stakeholder presentation and team call you lead. Remember, people follow leaders who are steady and prepared. No one is looking for perfection. So, show up calm, ready, and clear. And if you don't feel that way yet, that's okay, too. You'll grow into it faster than you think.
Tip seven, communicate like a pro. If there's one skill that will make or break you as a project manager, essentially in the first 90 days, it's communication. Not just speaking clearly, but knowing who to communicate with, how often, how much, and in what tone. It's an art and a discipline, and it's what separates good project managers from the ones people want to work with. Again, so start by building a regular rhythm of communication. To do this well, with your team, check in often, listen more than you speak, and create a space for honesty. If they feel safe raising issues early, you'll avoid major problems later. With your sponsor or manager, stay ahead of questions. You don't need to overload them with details, but they should never be surprised by risk, delay, or scope creep with your stakeholders. Be clear, brief, and relevant. Not everyone needs every update, but the right people need the right information at the right time. Here's something I learned the hard way. Communicate even when you don't have all the answers. Something feels off, say, "This issue is developing. Here's what we know so far, and here's what we are doing to learn more." Doing this shows leadership and builds trust. Silence on this, well, that creates doubt. And don't underestimate the power of tone and framing. The way you deliver an update, especially if it involves bad news, can either build confidence or set off alarms. So, be transparent, but always include your plan. Now, for example, you can say, "We've hit a delay due to a vendor issue. We've escalated and revised the delivery timeline by one week. I'll keep you posted daily until we're back on track." That's strong. And strong communications drive projects forward. Not just by pushing tasks, but by keeping people aligned, informed, and engaged.
Tip eight, don't just report problems. Move things forward. One of the fastest way to stall your momentum as a new project manager is to fall into the habit of simply reporting what's going wrong without offering a path forward. It's not your job to solve every issue yourself, but it is your job to drive the conversation towards resolution. The truth is anyone can say, "We have a problem." But great project managers go further. They say, "Here's what's happened. Here's what it could impact, and here's how I think we can handle it." This mindset shift from reporter to problem solver is a hallmark of trusted project leaders, especially when you're new. It shows that you're not just tracking the work, you're actively helping to move it forward. Now, here's how to put this in practice. When flagging a roadblock, include a proposed next step or a question to unblock it. If a decision is stalled, identify the decision maker as well as what they need to make the make the call. Or if a deliverable is at risk, suggest trade offs. If we shift X, we can protect Y. You don't need to have all the answers, but you should always bring something to the table, context, clarity, or an option. And when it comes to your team, be the one who notices when they're stuck, who encourages open conversation, and who keeps things from going silent when progress slows. Projects don't fail because someone hit a roadblock. They fail when no one acts on it. So yes, call out issues, but then take the next step. Don't just report it. Move things forward.
Tip nine, don't rely on memory. document relentlessly. Okay. When you're stepping into a new role as a project manager, one of the smartest things you can do is start building your documentation habits right away. This isn't about creating paperwork for the sake of it. It's about setting yourself and your team up for clarity, alignment, and efficiency. Now, I document everything relentlessly, not because I love admin because I don't, but because I know how often people forget what was said or what was promised or worse yet, what we agree to. And when that happens, well, it slows down projects. It builds frustration and then suddenly you're redoing work you've already done. Here are some key ways to make documentation work for you. Use document templates. Okay? Don't reinvent the wheel. Use templates for your project charter, scope statement, your work breakdown, action plan, project schedule, stakeholder logs, you know, etc., etc., etc. Make use of templates for your project documentation. Saves you time, keeps things consistent and actionable. As well, always prepare agendas for meetings. If you're leading a meeting, make sure an agenda is sent out in advance so everyone knows what will be covered what will be what would be covered. That way you're always walking into your meeting with a purpose. Use that agenda to document things in the meeting. So you're walking out with clearly documented decisions, owners of the task, and more importantly deadlines. And then I use OneNote or you can use some kind of digital note takingaking tool for yourself. As I said, I like OneNote to keep track of questions, acronyms, action items, risks, reoccurring issues, everything that I want to remember that doesn't have a project document home. And here's the important part. Documentation only works if people see it and sign off on it. So get approvals on key documents like your project charter, priority matrix, and scope statement. Don't just share them, confirm alignment. It removes ambiguity and gives you something to anchor conversations around later. Project managers, believe you me, we juggle a lot. So don't rely on memory. It's not built it's not built for complex highstake environments. Rely on systems. document early and often and let the structure of your documentation support you as the project evolves.
Tip 10, stay relentlessly organized. If there's one thing that will quietly make or break your credibility as a project manager, it's organization. I know it's not flashy and it doesn't get celebrated, but when it's missing, you feel it and fast. As a new project manager, your world is going to fill up quickly. meetings, decisions, followup, email documentation, conversations you meant to revisit but forgot. And while tools can help, the real trick is building in the habits that will keep you on top of everything. So that means setting reminders for action items, signoffs, and escalations. Keeping your project files and documentations clean, current, and easy to find. managing your inbox so nothing critical slips through the cracks and most of all tracking who owes you what and by when. Be sure to check out one of my videos using the WBS action plan. Go to YouTube search bar, type Adriana Girdler WBS. And let's be honest, project management tools are great, but they're only helpful if you actually use them. So whether you're an Outlook, Excel, OneNote, or cloud-based system, find a method that works for you and stick to it. I've seen amazing project managers who run projects out of nothing more than a simple spreadsheet, and it worked because they were disciplined and consistent. And I've seen chaos emerge from the most sophisticated project management tools because no one actually kept them updated. That's why I built the Slay project management course to be a as practical as possible. It's not just it's not just more theory. It's full of real tools that work. It includes easy to use customizable templates for all your core documentations you need like charters, scopes, plans, risk logs, and they're designed to work for any company in any industry. They're the exact tools I've refined over the years of running real projects and they're built to help you stay organized without getting overwhelmed. So, don't get distracted by what's flashy. Okay? It doesn't it's not the same. Focus on what's functional. Stay organized. Review your notes. Keep your system tight. It's not about being rigid. It's about being dependable. When your team and stakeholders see you're organized, responsive, and always a step ahead, that's when they'll trust you to lead. Now that you know how to succeed when you start a new job as a project manager, you need to know how to ensure your projects are successful. I've written a guide on the six basics to keep your projects from failing. Grab the link below this video. If you still have questions about what to do when you're starting out as a project manager, I break it all down here. Don't forget to subscribe if you found this video helpful. I'd be grateful if you gave this video a thumbs up and consider subscribing to this channel. I'll see you in the next video.