Dyspraxia in project management, an unexpected superpower

Project management is the epitome of creating order from chaos. There is an end output to achieve but getting there is often a convoluted and twisted route, filled with uncertainty and dependencies. We’re juggling a multitude of stakeholders, subject matter experts, sponsors and testers, who all have different ideas, agendas and methods of working. And in the centre, is the project manager – tasked with weaving together these seemingly endless, tangled threads to create an achievable project plan.  A plan that then needs to be tracked to completion, while navigating emerging roadblocks, changing deadlines and indecisive end users at every turn. 

Compared against dyspraxia (also known as Development Co-ordination Disorder, or DCD) – a condition with symptoms including difficulties with organisation, time-keeping and coordination – it seems an unlikely career match. But what I’ve found, is that my experience and knowledge gained through managing my dyspraxia, has been the key driving force behind my success as a project manager. Let me explain.

Dyspraxia as my strength

I must confess, as someone with dyspraxia I consider myself one of the lucky ones. Not because my symptoms were mild (they weren’t) and included the standard 150,000% increase in the likelihood of falling down the stairs, a maximum handwriting speed of four words per minute, and the loss of pretty much every item I left the house with. Trying to figure out any route from point a to point b was like trying to solve a complex puzzle.

I was lucky because I was diagnosed early, at seven years old, and my supportive parents made it their mission to ensure I built up all the necessary coping mechanisms and skills so I could achieve my potential. It is in investigating these coping mechanisms that I draw the strongest parallel with the profession of project management. And my experience in managing dyspraxia has equipped me with a unique set of skills that not only help me navigate life, but excel in project management.

The power of organisation and flexibility

As a child, my central anxiety was about being in the right place, at the right time, with the right equipment. For most children, that’s hard enough. For those of us with dyspraxia, it can feel like an insurmountable task. So how do I overcome this challenge?  Why lists and timetables of course!

I’d write down and document what was needed, when and where it was needed. These lists, by the way, I plastered everywhere.  I printed them multiple times and stuck them on my homework diary, kitchen fridge and inside my school locker. This way, at every key point throughout the day, I had a reminder of what was needed and when. This clear breakdown of tasks, resources, timelines and locations and then frequent signposting and reiteration of requirements is, of course, the cornerstone of good project management. Learning to navigate life with dyspraxia taught me to create structure – something that’s invaluable when managing complex projects.

As well as perseverance, a core aspect of succeeding with dyspraxia, is realising there are different routes to meet your goals. For example, my writing speed was never going to improve past four words per minute, which certainly wasn’t fast enough to complete classwork – so I learned to touch-type (which was much less commonly done back in the day). In projects, the same principle applies.

Within projects there is always an end goal, but the route to achieving it isn’t normally crystal clear. Being able to identify insurmountable weaknesses coupled with an openness to exploring new routes and avenues for achieving success is critical to project success. The project output(s) are often determined before the project manager enters the picture, but the route to achieving them is full of variables.

Acknowledging that one size very rarely fits all and being open to new ideas and different approaches can only increase the likelihood of project success. It’s about embracing the flexibility; knowing when to shift gears and explore new routes. This mindset encourages innovation and agility, both of which are crucial for personal and professional success.

The importance of empathy

Finally, and probably one of the most beneficial aspects of project managing with dyspraxia, is empathy and understanding that most people find implementing structure difficult. Organisation doesn’t always come naturally – these are learned behaviours. Defining requirements and articulating what you want is hard. Setting estimates and sticking to them can be challenging. Within a project environment all these things are necessary, but they aren’t easy.

Empathy is a core skill project managers must hone and I’ve spent a lifetime adapting and finding ways to thrive by developing coping mechanisms. My experience and challenges managing my dyspraxia symptoms means that I can understand and empathise with the challenges people face in project teams. It allows me to help and guide others through projects and changes to find routes forward that work for them.

I had an opportunity a few years back, speaking with parents of recently diagnosed children with dyspraxia. There was a real fear of how their children would cope as they grew up and entered the professional world. I could understand their concerns, I still face challenges as an individual with dyspraxia, but my own journey with dyspraxia has shown me how to adapt my coping skills into real-world success.

In project management, a profession that demands organisation, adaptability, empathy and problem solving, I have found my calling – where dyspraxia, and the associated strategies and mechanisms I learned to deal with it, have proven to be a powerful asset.