In every project, understanding your stakeholders is key to driving success. Whether you’re managing a small internal initiative or a large-scale organizational project, the people involved—project team members, sponsors, PMO, and corporate management—play an enormous role in how smoothly things progress. But have you ever stopped to consider what motivates these stakeholders? Are they emotionally invested in the project’s success, or are they more focused on what they’ll gain personally?
In the world of project management, recognizing whether stakeholders are Missionaries or Mercenaries can be a game-changer. Let’s explore what that means—and how it can impact your approach as a project manager. Plus, for those of you preparing for the CAPM certification, we’ve integrated some realistic CAPM exam questions to help solidify these concepts.
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Who Are the Missionaries and Mercenaries?
Understanding whether your stakeholders are missionaries or mercenaries boils down to their motivation and commitment to the project. This is more than just a fun label—it’s a practical way to align your stakeholder management strategies with the mindset of your team and supporters.
Missionaries: Emotionally Invested and Vision-Driven
Missionaries are the stakeholders who are passionate about the project’s purpose and long-term impact. They believe in the project and want to see it succeed, not just for personal gain, but because they understand the broader benefits to the organization or community. They are willing to invest extra time and energy because they care about the outcome.
Mercenaries: Transactional and Goal-Oriented
Mercenaries, on the other hand, have a more transactional approach. They are focused on what they will gain from the project—whether that’s monetary compensation, a promotion, or a performance bonus. While mercenaries can be highly skilled and efficient, their commitment can wane if the personal reward is unclear or unattainable.
Why Does This Matter?
Understanding whether your stakeholders are missionaries or mercenaries will help you adapt your management approach. If you can tailor your communication and engagement strategies based on their motivations, you’re more likely to secure their full commitment throughout the project.
For example, you might find that your PMO team is primarily composed of missionaries. They’re in it for the strategic benefit, aligning the project with long-term company goals. On the other hand, corporate management might have more mercenary characteristics, interested primarily in hitting financial targets or improving the company’s market position. Knowing how to engage both types can make or break your project.
Practical Stakeholder Engagement: Tailoring Your Approach
Project Team Members:
- Missionaries: These team members are invested in the project’s success and are passionate about its purpose. Engage them by discussing the broader impact of the project and how their individual contributions are driving meaningful change. Recognize their dedication and give them opportunities to take ownership of key tasks.
- Mercenaries: Team members with a mercenary mindset will be more motivated by short-term goals and rewards. They respond well to clear performance metrics and tangible incentives like promotions or bonuses. Set specific, measurable targets, and make sure you reward achievements frequently to keep them engaged.
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CAPM Exam Question #1:
How should a project manager engage team members who are primarily focused on short-term gains?
A) Provide detailed vision statements of the project.
B) Focus on aligning personal goals with the project’s goals.
C) Give team members ownership of vision-driven tasks.
D) Emphasize the long-term strategic benefits of the project.
Answer: B) Focus on aligning personal goals with the project’s goals.
Project Sponsors:
- Missionaries: Sponsors who are missionaries believe in the project’s long-term value. They’re invested in its alignment with company strategy and want to see the broader organizational impact. Keep them involved by regularly discussing how the project is advancing the company’s mission and vision.
- Mercenaries: Mercenary sponsors are more focused on quick wins and measurable returns. They want to see concrete progress, and their attention is often on immediate deliverables and ROI. Focus your communication on key milestones and provide frequent updates that highlight budget control, timeline adherence, and other measurable outcomes.
CAPM Exam Question #2:
Which of the following would be the most effective way to keep a project sponsor with mercenary tendencies engaged throughout a project?
A) Organize monthly meetings focused on the project’s strategic long-term impact.
B) Provide regular status updates emphasizing measurable progress.
C) Delegate key decision-making authority to the sponsor.
D) Develop a detailed roadmap outlining visionary outcomes.
Answer: B) Provide regular status updates emphasizing measurable progress.
PMO (Project Management Office):
- Missionaries: Missionaries in the PMO will want to ensure that the project aligns with the broader business objectives. They see their role as part of a larger strategy to improve organizational performance. Keep them engaged with strategic discussions and emphasize how the project contributes to long-term business goals.
- Mercenaries: PMO members with a mercenary mindset may be more interested in making sure the project stays on time and within budget. They are focused on efficiency and KPIs. Provide them with regular performance metrics and updates on the project’s adherence to the project management triangle: time, cost, and scope.
Corporate Management:
- Missionaries: These corporate leaders are visionaries who see the project as a tool for innovation or transformation. Keep them involved by highlighting how the project will strengthen the company’s market position or improve internal processes in the long term.
- Mercenaries: Corporate management focused on short-term gains will be more concerned with the financial impact of the project. Share financial reports, demonstrate how the project is improving profitability, and showcase any quick wins that can boost the company’s bottom line.
CAPM Exam Question #3:
Corporate management primarily concerned with short-term gains may be best engaged through:
A) Visionary reports that focus on the project’s innovative potential.
B) Frequent updates on the project’s alignment with the company mission.
C) Regular reports on the project’s financial performance and profitability.
D) Discussions on the long-term transformation impact of the project.
Answer: C) Regular reports on the project’s financial performance and profitability.
Build and Balance for Long-Term Growth
Building a company for long-term growth with mercenaries versus missionaries depends on your business goals, culture, and the kind of challenges the company is likely to face.
For long-term growth, it’s less about choosing between mercenaries or missionaries and more about balancing both types of people to address different company needs.
Pros of Mercenaries in Long-Term Growth:
- Execution: Mercenaries are result-oriented and can deliver under pressure, making them valuable during growth phases, tight deadlines, or competitive pressures.
- Performance-Driven: Their focus on personal success means they’ll push the company towards higher profits, efficiency, and rapid scaling.
- Adaptability: Mercenaries can often adapt quickly to changes, pivoting the company when necessary in pursuit of growth.
Cons of Mercenaries:
- Short-Term Focus: They may jump ship if a better opportunity arises, potentially creating turnover problems.
- Cultural Mismatch: Mercenaries might undermine the company’s culture if their individual goals don’t align with long-term values and missions.
- Lack of Loyalty: A purely mercenary-driven team may focus too much on personal gains, which can harm the company’s unity and vision.
Pros of Missionaries in Long-Term Growth:
- Loyalty and Stability: Missionaries are more likely to stay with the company for the long haul, providing stability, institutional memory, and fostering a strong culture.
- Innovative and Visionary: They are more likely to innovate and think about long-term sustainability because they’re emotionally invested in the company’s success.
- Team-Oriented: Missionaries are often more collaborative and willing to mentor others, creating a cohesive, aligned, and purpose-driven workforce.
Cons of Missionaries:
- Risk Aversion: Missionaries can sometimes be too conservative or idealistic, potentially limiting risk-taking or aggressive growth.
- Slower Scalability: Because of their long-term focus, they may not always push for rapid growth or immediate profits, which could slow scaling in competitive markets.
- Potential for Burnout: When overly focused on the company mission, missionaries can face burnout, particularly if the company faces setbacks.
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A Hybrid Approach
For sustained growth, successful companies often adopt a hybrid model. Here’s why:
- Dynamic Growth Phases: Early-stage companies or high-growth startups may need more mercenary-like individuals to hit immediate targets. However, as the company matures, you’ll need missionaries to focus on culture, values, and long-term sustainability.
- Critical Talent and Leadership: While mercenaries can bring valuable skills for specific projects or phases (like entering new markets or turning around underperforming units), missionaries often make better leaders for instilling a lasting vision and guiding the company through challenges.
- Complementary Strengths: The mercenary mindset can bring urgency, competitiveness, and results-driven focus, while missionaries can foster a sense of purpose, culture, and long-term innovation. The key is to find roles that allow each group to thrive without clashing.
Bottomline: Missionaries Drive the Vision, Mercenaries Boost Execution
Both missionaries and mercenaries bring valuable contributions to your project. The key is understanding what motivates them and aligning your communication strategies to fit. Missionaries are driven by purpose, and you can engage them with discussions around vision, mission, and long-term outcomes. Mercenaries, meanwhile, are driven by results and personal gain—so keeping them focused on short-term wins and measurable achievements is critical.
For long-term growth, a company should be led by missionaries who provide vision, culture, and stability. However, you can bring in mercenaries during key growth phases where speed, competition, or execution is critical. Ideally, the company would build a core team of missionaries but also rely on mercenaries as catalysts to keep the organization agile and competitive. Balancing both will ensure the company grows while staying true to its mission.
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