Riding the algorithm, riding the wave

I’ve always wondered what it would take to “go viral” on LinkedIn. A spicy opinion? A clever metaphor? A hot take on a trending topic?

Turns out, it’s a post about project managers and account managers.

Last week, I shared some thoughts on the tension between the two roles. I didn’t expect much—maybe a few comments, some nods of agreement from fellow PMs. Instead, it exploded. Over 1,000 likes. 130+ comments. Nearly 40 reposts. More than 202,000 impressions. Five booked calls. One new speaking gig. A spike in traffic to my site. A flood of new connections.

And honestly? It felt incredible. Because it’s been a minute since something I wrote hit like that.

Work has been slow. Leads have been quiet. I’ve been questioning what’s next. But this post cracked something open. It reminded me why I care about this work—and why I’ve stuck with it through all the shifts, mashups, and reorgs.

For the first time in a while, I felt like I was chasing lightning and finally figuring out how to bottle it. That spark? It’s back. And I’m more excited than ever about the future of project management—and my place in it.

So what did I actually say?

The post wasn’t groundbreaking. It was just honest.

I wrote that the tension between project managers and account managers isn’t about people being bad at their jobs. It’s about how those jobs are set up to fail. PMs and AMs are often pulled in opposite directions—thanks to misaligned incentives, unclear responsibilities, and leadership structures that reward control over collaboration.

We talk a lot about "collaboration issues," but rarely ask why they happen in the first place. The truth is, most of the conflict between these roles is designed into the system. And people are exhausted by it.

Based on the responses, this tension isn’t just frustrating—it’s deeply emotional. People are tired of stepping on each other’s toes, tired of doing two jobs at once, tired of pretending it’s normal to be both the person running the meeting and the one who has to fix the meeting that went sideways.

This post didn’t strike a nerve because it was provocative. It landed because it was real.

From cautious to confident

I’ll be honest: I haven’t always written this way.

For years, I was careful, measured in how I framed things, nervous about being too blunt or sarcastic. I didn’t want to offend anyone. I didn’t want to look unprofessional. I didn’t want to hurt my career.

But lately, I’ve stopped filtering so much. Not because I want to stir the pot, but because I’ve earned the right to say what I know. I’ve worked in enough agencies and consulted with enough orgs to understand the nuance. I’ve been the hybrid PM/AM chameleon. I’ve changed tone, strategy, and entire project plans just to keep the wheels on—and I’ve done it without burning bridges.

My experience stands on its own. I no longer feel the need to shrink it down to make it easier to digest.

That doesn’t mean I won’t get pushback. Someone told me I had no idea what I was talking about. And sure, I blocked them—not because they disagreed, but because they came in swinging disrespectfully. I welcome different opinions, especially on topics like this, where the solutions are always circumstantial. But I won’t entertain bad-faith energy. Life’s too short.

The tension isn’t new, but the urgency is

This conversation isn’t just about two job titles. It’s about how teams work—and how they break.

The rise of AI is changing how we think about roles. It’s taking over the tactical stuff: meeting notes, schedules, timelines. The things we used to call “PM work.” On paper, that should lighten the load. But in reality, it’s making things heavier.

With logistics offloaded to automation, the human work becomes the hard work: alignment, strategy, empathy, clarity, communication, and leadership. Too often, all of that gets dumped on one person without a clear plan—or worse, without support.

We’re not just redefining job descriptions. We’re navigating a shift in what leadership actually means in creative work. If we don’t address the tension between these roles now, we will end up with burned-out teams, broken trust, and a lot of churn.

The future of project management isn’t about protecting tasks—it’s about stepping up to lead the evolution of how work actually happens.

Turning momentum into movement

That’s why I’m teaming up with The Bureau to host a free event for anyone who wants to dig deeper into this conversation and start taking action.

Harnessing the PM/AM Tension
🗓️ June 24, noon ET
🎤 Part presentation, mostly discussion

If your team is stuck in confusion, friction, or overload, this is the place to start talking and shifting.

What’s next?

Honestly? I feel re-energized. This post reminded me why I still care so much about project management—not as a job title, but as a space where authentic leadership happens.

This moment wasn’t about virality. It was about resonance. It was a reminder that when you say the thing out loud, people don’t run—they lean in.

I’m not here to be safe. I’m here to be useful. If you’re ready to discuss the real challenges behind your roles, teams, and org charts, I hope to see you on June 24.

We’ve got work to do. Let’s make it better.

TL;DR
I wrote a post about PMs and AMs. It went viral-ish—202k impressions, new energy, new clients, and a new event with The Bureau. But more than that, it reminded me that I’m not done yet. Join us June 24 to talk about how we fix the roles we’ve been forced to fake.