Project managers who aspire to be CEOs are often surprised to learn that their skills, while highly valuable, do not directly align with those needed for positions of executive leadership. Why isn’t successful management of high-stakes projects and organizational resources sufficient to ascend to the top ranks of the business? In this article, the author explores the subtle, yet significant, differences in career trajectories of PMs and CEOs as well as nine attributes PMs should develop to increase their potential to become the next executive leader.
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