When Being “Too Good” Becomes a Problem

Ever been too good at your job? As a project manager, it can backfire. You become the client’s trusted go-to, the one who always delivers, and suddenly you are not just managing the project, you are their de facto account manager. Flattering? Sure. But it is also a trap. If the client will only work with you, leadership stops seeing you for new opportunities. Before long, your career has quietly reshaped itself around one client.

I have seen it happen. I have felt the tug. So how do you excel and still cut the apron strings?

First, play offense. Bring your steady state team in early. They do not need to join every project call (most are a waste of their time), but the client should not meet them for the first time on your last day. At kickoff, I introduce the team with photos. Midway, I remind the client they already have strong support. Near the end, I pull the leads into more calls, sometimes even giving them softball wins to deliver and always a reason to talk on the call. 

Second, set the team up for success. This is where strong documentation and honest handover matter most. The team gets access to the project files along the way, but as we enter transition, I host an internal session to highlight what they need to know and how to use the documentation effectively. My goal is not to defend my project, but to equip them with confidence.

Third, define the cutover. From the start I talk about the transition, reinforce it near closeout, and mark it with one clear milestone like lessons learned or sign-off. A formal moment makes it easier for the client to let go.

Finally, avoid sabotaging your own handoff. Hold back on replying emails right away. Resist stepping in. Let the new team lead conversations, even if you are quietly coaching behind the scenes. What the client should see is trust: you handing over the reins with confidence.

Of course, all this assumes the steady state team is ready. But what if they are not? What if there isn’t a clear owner to take the reins? That’s the tougher story. When there’s no ready team, your approach matters even more. Stay tuned next time for strategies on handing over a project when there’s no obvious place for it to go. For now, remember this: a little planning, clear documentation, and supporting your team can go a long way. These simple steps help you build projects that survive transitions and cement your reputation as the PM everyone wants to work with.