If you have put the time and effort into being the best leader you can be and have developed an inclusive and diverse culture, then the success of your project leadership (not your project) can and should be measured in a number of different ways.

Stakeholder satisfaction

I talked about this in earlier chapters: you should be seeking regular feedback about the way you are leading the team, and face-to-face is the best way to gather this information. However, if you don’t have time to ask the questions of four to six people a month, then using a simple survey tool to capture their feedback can help. Make sure it takes no longer than 90 seconds to complete, though, or people won’t take the time to do it.

Project managers should never be measured on the time and cost of their projects, as these are the very things that will change in accordance with stakeholder wishes. Your stakeholder satisfaction score is the only true measure of your ability as a project leader.

Staff attraction/attrition

I’m currently working with the project managers of two unpopular projects. Unpopular projects introduce tools or structures that existing employees are likely to resist. The project manager’s job is to create something that demonstrates their value to the organisation so people both understand it and wish to contribute to it.

If you’ve been successful in doing that — and both project managers I’m working with have done a fantastic job at it — people will be asking to join your team. They’ll be volunteering to be a pilot site or you’ll find them reading up on your project and following its progress.

You’ll also find that your team members won’t want to go back to their day jobs or move off onto another project. The team will be stable throughout the project and you’ll find growth opportunities to repay that loyalty.

Mentoring requests

When you get it right, others who are leading projects will approach you for help. This is an acknowledgement that they’re following the good work you’re doing and the behaviours you’re exhibiting. They’ll ask for your opinions and guidance, and for you to share your knowledge with them, so they can find equal success by adopting your approaches.

Project leaders will downplay their roles, placing emphasis on the good work the team is doing. However, they should be quietly pleased to be seen as an example to others in their position.

Internal reward and recognition

Nothing says ‘you’re doing a great job’ like being recognised by senior managers. This could take the form of an email, a meeting with a member of the executive or, best of all, a promotion or pay rise. Both of these are granted as a result of hard work and exhibiting great behaviours. Again, project leaders never seek reward and recognition, but consistently attribute the success of the project to the hard work of the team.

External recognition

The final measure of your success takes the shape of external requests for your time and expertise. You’ll be asked to do keynote speeches or to take part in conference panel discussions, or you’ll be headhunted. A friend of mine was headhunted for a role as Transformation Director for a large corporate in Europe, but she turned it down to finish the work she’d started in developing her team — which made her even more desirable as a candidate!

All of these forms of recognition serve as reminders that you’re doing the right things as a true project leader, making a difference in the world.