Sometimes leadership finds you by accident. One day you are a team member, the next you are running the project. I call these people accidental project managers. Chaos is often part of their induction.
The first step is to acknowledge the situation. Accept that you might not have all the answers and that’s okay. Focus on what you can control: clarity of goals, communication, and small wins. Build structure around the chaos. Use tools, frameworks, and schedules to create a foundation.
Next, lean on your team. Great project managers don’t do it all themselves. They guide, coach, and empower others. Even in uncertain environments, a strong team provides stability.
Finally, reflect. Every chaotic project is a learning opportunity. The accidental project manager often becomes the most adaptable and insightful leader. Embrace the chaos, and let it teach you how to thrive.
Punk rock is chaotic by design. Fast tempos, raw energy, and constant disruption are all part of the scene. That chaos mirrors the environments I’ve led teams in. The lesson is simple: chaos is not the enemy. It is a testing ground for leadership.
Leading through chaos means staying calm while others react. It means listening closely, making quick but informed decisions, and trusting your team to adapt. In punk rock, the musicians are improvising constantly. Leaders can do the same with their teams, guiding without controlling every note.
One of the things I focus on is structure in the right places. Chaos needs boundaries to be productive. For a project manager or COO, that might mean clear roles, decision frameworks like RAPID, and regular check-ins. Chaos becomes creativity and innovation when teams know the parameters but have room to act.
The next time things feel out of control, remember the punk rock stage. The show goes on. Teams improvise. And leaders who embrace chaos find opportunities hidden in the noise.
Project management is one of those roles that sounds simple on paper but is endlessly multifaceted in practice. Titles, frameworks, and tools only capture part of the story. The truth is, being a PM is about being fluid, adapting to the environment you are in, understanding the people around you, and finding ways to push projects forward without breaking the system.
Every project exists within constraints. Budget, timeline, scope, stakeholders, and organizational culture all shape what is possible. A PM’s job is not to ignore these constraints but to navigate them thoughtfully, balancing practical realities with ambition. That means sometimes taking small risks to push boundaries and sometimes stepping back to let the team find its rhythm.
A PM also coaches and guides. You help people see the bigger picture, clarify priorities, and make decisions that serve the project’s goals. At the same time, you are constantly learning, absorbing what works, what does not, and adjusting your approach. It is as much about reading the room and understanding human dynamics as it is about Gantt charts or status reports.
Flexibility is essential. One day you are strategizing with executives, the next you are troubleshooting a technical issue, and the day after that you are mentoring a junior PM through a tough decision. Your value comes from your ability to pivot, communicate, and keep the project moving forward even when the environment shifts unexpectedly.
At its core, project management is about balancing structure and adaptability, guidance and autonomy, ambition and constraints. It is never static and it cannot be neatly defined. That fluidity is what makes it challenging, frustrating, and ultimately deeply rewarding.
Facing Personal Challenges and Getting Back Into the Groove with Project 180
Last year, I was building momentum with something I was truly excited about: creating a new interview podcast series called Project 180. It was all about sharing stories of personal and professional transformation—people who had made significant changes in their careers or lives, and how they did it. I had big plans for it. But life, as it often does, threw me a curveball.
As much as I wanted to keep pushing forward with Project 180, family challenges had to take priority. Sometimes, things happen that require your full attention, and you need to step back from the work that excites you, even when it feels like it’s just getting started. In those moments, it’s essential to embrace what’s most important, even if it means putting personal projects on hold.
Now, as I’m starting to get back “out there” on social media, I’m approaching things a little differently. I’m reconnecting with the audiences I’ve built while being mindful of the need for balance. I want to share my work, ideas, and projects, but I also want to ensure I can step away when necessary, without feeling overwhelmed.
The lesson I’ve learned from this experience is that it’s okay to slow down and regroup. It’s okay to take breaks, reset, and come back with a clearer perspective. In the world of social media and content creation, there’s often pressure to be “always on”—posting constantly, engaging non-stop—but that’s not a sustainable way to work, especially when life throws you a curveball.
So, as I continue with Project 180, I’m adopting a more intentional approach. I’m setting boundaries that allow me to manage my time and energy. Whether it’s scheduling posts ahead of time or creating a content plan that aligns with my current bandwidth, I’m learning to create in a way that doesn’t require me to be glued to my phone or computer.
The goal is to stay engaged with the Project Management community, but also give myself permission to step away when I need to. After all, balance is key. It’s about showing up with authenticity and quality, not quantity, and allowing myself the flexibility to focus on what matters most in any given moment.
If you’re facing similar challenges, whether personal or professional, remember that it’s okay to take a break. Give yourself permission to pause, regroup, and come back when you’re ready. Your audience will understand, and when you do return, you’ll bring a clearer perspective and renewed energy. Project 180 may have had a detour, but it’s still very much a part of my journey, and I’m excited to continue sharing these transformative stories with you.
From Chaos to Clarity: My Journey as a Webinar Host and Speaker
Me speaking at a PMI OVOC conference in 2018
I’ve hosted a couple of hundred webinars and seminars now, and I’ve gotten good at it. But how did I start? It wasn’t some grand plan—I was just trying to fill a gap.
Back in 2016, my local Project Management Institute (PMI) chapter had a lunch and learn scheduled, but the speaker had dropped out. They sent out an email saying, “We have a space and about 50 registrants…can anyone do a session?” Opportunity knocking, am I right? I saw it as a chance to give back, share what I knew, and maybe stretch myself professionally.
So, I did it.
I put together a slide deck, rehearsed it about 20 times, and a few days later, I was hosting my first live seminar. It was nerve-wracking, but everything clicked. I could feel the energy of the room, the curiosity of the audience, and the excitement of sharing knowledge in real-time. That first experience led to many more, and I’ve continued to build on that foundation ever since.
Since then, I’ve built strong relationships with PMI chapters across Canada, hosting events in cities like Nova Scotia, New Brunswick, and across Ontario. I’ve even had the opportunity to speak in Chicago and London UK, and also host 10 international PMI webinars, reaching thousands of people from all over the world. The chance to connect with so many diverse audiences and share what I’ve learned has been one of the most rewarding aspects of my career.
Through all of these experiences, I’ve learned how to engage an audience, share insights clearly, and create content that resonates. Hosting webinars and live seminars isn’t just about giving a presentation; it’s about crafting an experience that keeps people interested, makes them think, and provides them with practical takeaways they can use.
The best part about hosting these events is the ability to connect with people, no matter where they are. Whether I’m speaking in person in Ottawa or hosting an online event for an international audience, the energy of the interaction and the exchange of ideas is what fuels my passion for speaking and sharing knowledge.
Looking back, what started as a simple opportunity has turned into a fulfilling journey of learning, growth, and connection. So, if you’re ever presented with a chance to speak or host an event—take it. You never know where it might lead, and what you’ll learn along the way.
We’ve all been there: constant interruptions, shifting priorities, and a to-do list that feels more like a guilt trip. Living in chaos mode can feel productive in the moment—you’re juggling tasks, solving problems, and responding to requests like a pro. But here’s the truth: chaos mode isn’t sustainable. In fact, it’s one of the fastest ways to derail your long-term productivity and effectiveness.
When you’re always in reactive mode, it’s nearly impossible to manage your work well. You’re focused on what’s urgent, not what’s important. Big-picture goals slip through the cracks, and your energy gets drained by small fires that keep popping up. Worse, your brain doesn’t get the mental space it needs to think strategically or solve problems creatively.
So how do you break free from chaos mode? Start small:
Pause and prioritize. Take five minutes to identify the one most important thing you need to focus on today.
Set boundaries. Block off time for deep work and say “no” to interruptions during that window.
Document recurring chaos. Are there patterns? A process you can improve? A problem you can fix for good?
Celebrate progress. Every step out of chaos mode is a step toward clarity and control.
Managing your work well starts with managing your time and focus. Chaos mode may feel unavoidable, but with a little effort, you can move toward a calmer, more intentional way of working—and find yourself doing your best work as a result.
Do you find yourself saying “yes” to every new request, project, or task that comes your way? If so, you might be a “yesser”—someone who automatically agrees to take on more without fully considering the impact. It’s an easy trap to fall into, especially if you’re a people-pleaser, a natural problem-solver, or simply trying to be a team player. But before you give one more “yes,” let’s take a step back.
Every “yes” you give is also a “no” to something else. When you commit to one thing, you’re sacrificing time, energy, or focus that could have been spent on your priorities or existing responsibilities. Over time, this habit can lead to burnout, missed deadlines, or projects that are only half-completed—not to mention the frustration of feeling stretched too thin.
Before your next “yes,” consider these questions:
What will this commitment require of me? Be realistic about the time and effort involved.
How does this align with my goals or priorities? If it doesn’t, think twice.
What’s the cost of saying yes? What tasks or goals might you need to delay or drop?
Am I the right person for this? Maybe someone else on your team is better suited for the task.
Learning to pause before you agree—and sometimes even saying “no”—isn’t about being unhelpful. It’s about being intentional. By choosing your commitments wisely, you’re not just protecting your own productivity and well-being; you’re ensuring that when you do say yes, you can give it your all.
So, the next time someone asks, “Can you do this?” take a moment. Don’t just be a “yesser”—be a thoughtful, strategic contributor. Your time and energy are worth it.
