The Not-So-Manual Manual of Managing Projects
“Don’t get too attached” is good advice in theory. In practice, it rarely applies to project management because if you’re managing a project and not getting attached, you’re probably not doing it very well. You’re meant to care. You’re meant to understand the brand, build trust, keep things moving, and somehow be the calm voice in a room that’s rarely calm. That kind of role comes with a little attachment baked in.
The trick, I’ve learned, is knowing where to stop.
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I once got too emotionally involved with a client and everything they were dealing with personally. Decisions were delayed, timelines slipped, and the brand slowly stopped being the priority. I kept making space, empathising, waiting for things to settle. Somewhere along the way, I forgot that my job wasn’t just to be understanding - it was to be honest. I didn’t push back when I should have. I didn’t say the uncomfortable thing. And that was the lesson: you’re not just managing a person, you’re looking out for the brand. Sometimes that means being the one who gently, but firmly, brings the focus back.
Then there are the clients who remind you that small things do most of the heavy lifting. I once worked on a rebrand for a client in Dubai. Vendor management wasn’t part of the scope, but I kept an eye on everything anyway - from merch production to shipping. Every update I sent came back with a simple “thank you.”
“Appreciate the promptness.”
“Thanks for the effort.”
Nothing fancy. But those small acknowledgements built real trust. When the project wrapped, they sent a handwritten note and a small gift. It was a quiet reminder that being reliable is often more memorable than being impressive.
And yes, there are clients who test your patience in ways you didn’t know were possible. I once worked with someone whose tone, humour, and general way of operating just didn’t land for me. Effort was dismissed, opinions were absolute, and people were an afterthought. I struggled to separate the person from the work, and eventually the project had to be reassigned.
That experience taught me this: not every client will be your kind of person. You still show up, do the work well, and know when to emotionally clock out. The brand stays at the centre, even when the personalities don’t quite align.
Projects will always come with pressure, unpredictability, and a few “how did we get here?” moments. The real work is knowing who you are in the middle of it all and showing up with clarity, care, and just enough attachment to do the job right.