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In many large projects, what separates success from failure is not simply careful planning or abundant financial resources, but the presence of executives in the field. A manager who leads a project solely from a conference room typically doesn’t have a deep understanding of the real challenges, force dynamics, and sudden changes in the environment. In contrast, managers who have a constant and direct presence on the scene are able to build better human connections, get live feedback, make faster decisions, and connect diverse teams to a common goal with a collaborative spirit.
This type of field management becomes a competitive advantage, especially in projects that are implemented in multiple geographical locations or with multiple stakeholders. In situations where there is time pressure and high expectations, managers who are part of the operations process can more effectively direct resources, manage conflicts, and build operational trust. In fact, effective management in the field is not a substitute for control, but rather a kind of inspiring leadership that is formed through real interaction.
