The Chaos Coordinator
7 hidden ways top leaders build agile teams
Hey, I’m Gabor and welcome to the Agile Admiral weekly newsletter. Your Essential Resource for Project Management Excellence.
Each week I tackle reader questions about PMP preparation, how to implement PMP into real-life projects, and Senior Project manager career
For more: Key to Success in Cloud Migration Projects | PMP Passing Rate | Power of Lessons Learned | Agile Paradox |
What's Inside This Edition:
"I want to be a senior project manager."
The Chaos Coordinator
7 hidden ways top leaders build agile teams
PMs with 5 years of experience keep telling me.
"I want to be a senior project manager."
Amazing :-)
They believe it means you are decision maker.
They believe it means business trips each month.
They believe it means you project managers work for you.
But that’s just the highlight reel.
Here’s what the job really looks like:
1/ Senior PM = Senior Projects
↳ Projects are "hardcore". Technical complexity is huge or the project has multiple dependencies.
2/ Constantly changing priorities
↳ Every stakeholder believes their request is the most important.
3/ You are expected to make decisions in hours
↳ No time for clarification discussions and follow-up meetings for weeks.
4/ Stakeholder will challenge your patients
↳ You are expected to act calm all the time, despite any challenge.
5/ Every chaos is expected to be solved by You
↳ No matter if an issue is small or big, you can be expected to provide a solution.
6/ Time pressure is BAU(business as usual)
↳ Your deadline was the day before yesterday.
Being a Senior PM comes with expectations.
But more importantly, expect the unexpected.
This is why I love the job.
The Chaos Coordinator
How to Manage Crisis from an Emotional Perspective as a Project Manager
We don’t talk enough about how emotional project management can be.
We’re trained (or sometimes self-taught) to manage timelines, budgets, and deliverables, but what about when:
● Multiple key resources call out sick the day before go-live
● The client calls to complain… and then starts screaming
● Your sponsor suddenly goes silent and stops backing you up
● The dev team makes a huge mistake in the code… on launch day
And what about when all of those things happen on the same day?
(Yes, I’ve been there. Unfortunately.)
That’s when your leadership and emotional intelligence are tested in a big way.
Here’s how I’ve learned to emotionally manage a crisis as a PM, because the right project software, AI tool, or spreadsheet won’t save you from burnout.
But emotional leadership just might.
1. Lead by Example
In a crisis, everyone looks at YOU. You are the unofficial emotional thermostat. Your team takes emotional cues from you. So taking a deep breath and putting on a calm face is really important. You don’t need to have all the answers, you just need to lead the tone. If you’re freaking out, everyone else will too. Empathy, self-awareness, regulated emotions, and effective communication are the 4 most important pillars to leading by example in emotional situations.
I get it, it’s hard to put on a calm face when your inbox is a mess, people are venting in meetings, and someone just Slacked you “hey do you have a second?” (Refrain from saying “EVERYONE PLEASE CHILL.”)
The easiest way to handle this is to tell yourself to mirror the energy you want others to adopt.
2. Regulate your own emotions first
So how do you stay calm and lead by example?
Emotional regulation. Easier said than done, I know, but it’s essential.
Here’s what helps me:
● Step outside: (yes, really). Nature brings your body back to baseline.
● Move your body: a walk to the breakroom, a lap around the office, even stretching at your desk helps release tension.
● Journaling: It may sound cheesy, but writing out your thoughts gets them out of your body and onto the page.
● Breathing or mindfulness: even just one intentional inhale and exhale can shift you.
Emotional regulation means creating space to process, don’t hold in these emotions because that leads to resentment and burnout.
3. Debrief the emotional side of the crisis too
When it’s over, either in lessons learned, your retrospective, or at the end of a project blocker, don’t just analyze the timeline or the root cause.
Ask about the emotional aspects too:
- How did the team handle stress?
- What patterns showed up in my response?
- What were my triggers?
- Where did I stay grounded and where did I spiral?
Crises are data! Emotional data. Use it to build self-awareness and resilience.
Remember, being a project manager also often means being a chaos coordinator.
-> You take chaos and turn it into a plan.
-> You take your team’s frustrations and turn it into positivity.
-> You manage emotions just as much as milestones.
No certification prepares you for that. But it’s what sets you apart.
So the next time everything feels like it’s falling apart, just remember:
You’ve led through worse.
You’re not alone.
And you are good at what you do. You’ve got this!
7 HIDDEN WAYS TOP LEADERS BUILD AGILE TEAMS
1. Lead Like a Coach, Not a Commander
Old-school bosses kill Agile speed. Be the coach who removes roadblocks and cheers louder at every win.
Why: A commanding style creates fear and stifles creativity, while a coaching approach fosters trust, empowers the team to take ownership, and accelerates problem-solving in an Agile environment.
2. Create a Safe Space
No psychological safety = no innovation. People must feel safe to fail, learn, and speak up without fear.
Why: When team members fear criticism or failure, they hold back ideas and avoid risks, which kills innovation and slows down the iterative learning process essential for Agile success.
3. Value Outcomes Over Outputs
500 completed tasks mean nothing if customers aren’t happier. Focus on delivering real value, sprint after sprint.
Why: Focusing on outputs (like task completion) can lead to busywork that doesn’t serve the end goal, whereas prioritizing outcomes ensures the team delivers meaningful results that align with customer needs and business objectives.
4. Remove Roadblocks Quickly
As a leader, your job is to identify and remove obstacles that slow the team down. Keep them focused on the goal.
Why: Roadblocks, whether technical, procedural, or interpersonal, create delays and frustration, derailing the team’s momentum and preventing them from maintaining the fast-paced rhythm Agile requires.
5. Focus on Communication, Not Just Meetings
You don’t need endless meetings. What you need are clear, concise, and effective conversations.
Why: Too many meetings waste time and kill focus, while clear communication ensures alignment, reduces misunderstandings, and keeps the team moving forward efficiently.
6. Celebrate Small Wins
Acknowledge every sprint success, no matter how small. Recognition fuels motivation.
Why: Recognizing small achievements keeps morale high, reinforces positive behavior, and builds a culture of progress, which is critical for sustaining motivation through the iterative nature of Agile projects.
7. Lead by Example
The Agile mindset starts with YOU. Show the team how to adapt, embrace change, and keep moving forward.
Why: Teams mirror their leader’s behavior if you model adaptability and a growth mindset, the team will follow suit, creating a culture that thrives on change and continuous improvement.
Thank you for reading. Appreciate you!
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