When talking about leadership on our projects and in our businesses, we often look at the project manager and the head office senior managers. But not all leaders are formally appointed. There are informal leaders and decision-makers across your business, and they can have a huge impact on a project, sometimes more than the people with official titles.

Look around your own project. Who has the greatest influence on team morale? Who stands up when things go wrong? Who knows how to get things moving when the project is stuck? If these people aren’t the project or construction manager, you’re looking at your informal leaders.

There are many reasons why people obtain influence and power within organisations. Informal leadership isn’t good or bad on its own; it depends on how it’s used. But knowing who holds influence on a project is critical.

The key types I tend to look out for are:

The Trusted Adviser

Potential CliftonStrengths: Deliberative, Analytical

The Trusted Adviser is the person the project manager regularly defers to. This could be a senior engineer or a construction lead. Their opinion carries weight, whether they’re in charge or not. This person will often see things that others don’t and may frequently start discussions with no. Depending on the person’s strengths profile, that influence can be a real asset or a blind spot.

Actions to ensure this person’s influence remains positive:

1.  Confer, Don’t Defer – Seek this person’s advice and input, but don’t put the decision-making on their shoulders. The pressure of making the right decision will grind the project to a halt.

2.  Flip Negativity – If this person sees risk and difficulties everywhere, it can have a real negative impact on team morale. Help them move past no by highlighting recent team successes and making it clear that you will take responsibility for any failings.

The Fixer

Potential CliftonStrengths: Restorative, Arranger

The Fixer is who everyone turns to when something needs unblocking. They know how the system works and how to get things done. That kind of influence can keep things moving, but it can also bypass important checks if not managed well.

Provide guardrails for this person’s problem-solving skills to ensure their influence remains positive:

1.  Circumventing Processes Is by Exception – Make sure this person knows that working around processes and procedures is an exception, not the rule. It’s usually necessary only because the team hasn’t planned far enough ahead. Make it clear that the best “fix” for a crisis is forward planning in line with core business processes and procedures.

2.  Not Every Problem Needs Solving – The Fixer enjoys solving problems and may see everything as one. This can lead them to spend inordinate amounts of time solving issues that aren’t relevant to the project’s objectives. Check in with them regularly and clarify which problems to focus on for the betterment of the project.

The Gatekeeper

Potential CliftonStrengths: Discipline, Consistency

Gatekeepers are people to watch closely. They control the process, not because they have the big picture in mind, but because they can. They’re often more focused on control than outcomes, and that’s where real delays happen. You’ll hear them say things like, “I’m just following the process.” To manage this person effectively, the project leader needs to understand the core business processes.

Actions to ensure the Gatekeeper opens their gates more easily:

1.  Know the System – Understand the project’s approval processes like the back of your hand. Highlight long approval periods in your project schedule and risk register. Know the escalation path if an approval gets stuck with a Gatekeeper.

2.  Build Positive Relationships – Building positive relationships with Gatekeepers goes a long way toward achieving smoother approvals. Engage with them in advance of submissions, especially if things won’t strictly align with the process. Don’t try to brute-force your way through the gate—they’ll simply weld it shut.

The Rising Star

Potential CliftonStrengths: Achiever, Activator, Maximiser

The Rising Star is someone who has demonstrated the attributes of a future senior leader. They regularly exceed expectations and accumulate influence with senior leaders. Having a Rising Star on the team can be a great thing, they set a standard, work hard, and generally love the work. They lead by example, which makes them powerful informal leaders.

Things to monitor to ensure this person’s influence remains positive:

1.  Expectation Creep – Their exemplary performance can create unrealistic expectations: “Rising Star works 12 hours a day—why can’t you?” Not everyone can give four extra hours daily. As a project leader, it’s your job to support each team member based on their capacity, abilities, and potential.

2.  Ego – The Rising Star knows they’re a high performer. Trouble starts if they don’t respect others who aren’t as driven. If they believe they’re more competent than their seniors, they can become a destructive force. Offer constructive feedback in your regular 1-to-1s—on top of the usual praise – to remind them there’s always room to grow.

Conclusion

Understanding the role of informal project leaders is essential for any project manager aiming for success. These individuals, though not formally appointed, wield significant influence over project outcomes. Key informal leaders I look out for are: The Trusted Adviser, The Fixer, The Gatekeeper, and The Rising Star. Each brings unique strengths and challenges.

Being aware of their characteristics allows you to harness their potential while mitigating any negative impact.

Remember, effective leadership isn’t just about formal titles, it’s about recognising and leveraging the strengths of all team members. Take the time to identify these informal leaders, understand their impact, and strategise accordingly. This will elevate your project management skills and lead to exceptional project results.