Regarding complex projects:
Because of the size and complexity of these projects, it’s impossible for the project manager to have expertise in many of the technical and regulatory areas involved in the project. So the project manager needs to set boundaries within which the project team members can operate, delegate responsibilities for areas of the project in which this work is being done to those team members who are appropriately knowledgeable and experienced, and “devolve” (Obolensky’s term) from the project work, providing active oversight and becoming more involved only as needed. This will produce the working space that project team members need to creatively resolve issues that regularly arise on their projects.
No matter the size of the project, this is one of the most difficult skills to master – delegation. How much to do, how much not to do. What should you know, what is it ok not to know. Delegation is not a skill that is easily mass reproducible. You will have to do it to varying degrees in each project you manage.
Balance Teamwork with Leadership
Even if you’re not the subject matter expert, sometimes you will be required to know enough to ask the right questions for team members that don’t speak up enough. Or you will need to know how to bring them into the conversation so that their skills are properly utilized.
Other times, you just need to get out of the way and let assertive, knowledgeable associates work. This is where it is important to create that working space where team members can function creatively and freely (referenced above).