Marketing Requires More Than Relentless Self-Promotion

Some years ago, I attended a presentation by Patricia Fripp (for you King Crimson fans, she’s Robert’s sister), where she talked about the concept of “relentless self-promotion.”  This was back in the early days of “personal branding” for ordinary people.  Nowadays, of course, we have YouTube, Twitter, LinkedIn, Facebook, and all the other myriad ways for people to get visibility.  Today, Facebook has over 500 million users, Twitter around 200 million, LinkedIn around 90 million, and people now watch two billion YouTube videos every day.  It seems the idea has caught on, big-time.  So with all this relentless self-promotion going on, maybe we need to ask a few questions.

  • Who are we promoting ourselves to?
  • What do they think they need (that we have to offer)?
  • Why do they think they need it?

I bring all this up because Miles Jennings, CEO of iMediaVentures, recently initiated a poll on LinkedIn, “Is PMP certification becoming more or less important for project managers?”  The question drew 2,771 votes and 248 comments.  A full 57 percent thought it was becoming more important, but the comments showed an interesting divergence: those who thought it was becoming less important stressed the number of PMP holders they knew who were not effective.  One even wrote, “PMI and PMP is a racket.”  Another commented on the scope of the testing, “Unfortunately, the PMP does not measure the art or social skills that a PM [possesses] …”

Meanwhile, while those who felt it was becoming more important stressed the market value of the credential.  “It’s been my experience that all employers weigh PMP certification as a plus and many require it.”  Others wrote about perceptions in the workplace, “There is something about having the PMP to back me up when making decisions that have an economic or resource impact.”  The opinions expressed largely diverged along the lines of those who considered the value of the PMP credential to themselves, and those who considered the value of the PMP to their target market.  Clearly, these folks have a larger view of “self-promotion” than simply maintaining a LinkedIn page, and they’ve thought about who they are promoting themselves to , and what they have to offer.  But for the PMP credential, it is largely up to PMI to drive why that target market thinks they need it.

If you go to the PMI website nowadays, you’ll see their tag line, “Making project management indispensable for business results.”  Some are a bit shocked at the idea that a professional organization should try to manage the public’s perception of the profession and its practice.  Once upon a time, PMI’s mission was about expanding the knowledge base and publishing it in the PMBOK and other documents, identifying and promulgating best practices, and making resources available to the practitioner.  Of course, they still do all these things, but now the mission of growing PMI has been placed front and center.

And they’ve been successful – over the last eight years, the number of PMP credential holders has about quadrupled, as has the number of PMI members.  They’ve also added four other credentials to the original PMP.  And PMI is now making the Certified Associate in Project Manager (CAPM) credential easier to pursue – they’re going to allow applicants to complete the required 23 hours of education prior to sitting for the exam, rather than prior to submitting the application.  They’ve also expanded the number of Prometric test sites to about 5,000.  I expect similar small steps in making the PMP and PgMP credentials more accessible, as Mark Langley settles in to his new role as President and CEO of PMI.

Naturally, this makes a lot of long-time members queasy about diluting the value of the credentials by making the club appear to be less exclusive.  But in a large market, marketing requires more than relentless self-promotion – it requires alignment with established brands that are actively working to be successful.  And in order for a brand like PMI to be successful, it requires the support of those who have bought in to their vision, in the form of membership, gentle advocacy, and mentoring of beginners.  And, ultimately, it requires growth in order to dominate the market. So, whatever you might think about PMI’s mission, or the value of the PMP credential, I’m going to simply say that I’d rather hire an experienced project manager who has demonstrated their ability to understand and perform to a specified standard, than one who believes that self-certification to a personal, undefined standard is preferable.  Your mileage may vary.

This entry was posted in PM Credentials and tagged , , , , by Dave Gordon. Bookmark the permalink.

About Dave Gordon

Dave Gordon is a project manager with over twenty five years of experience in implementing human capital management and payroll systems, including SaaS solutions like Workday and premises-based ERP solutions like PeopleSoft and ADP Enterprise. He has an MS in IT with a concentration in project management, and a BS in Business. He also holds the project management professional (PMP) designation, as well as professional designations in human resources (GPHR and SPHR) and in benefits administration (CEBS). In addition to his articles and blog posts, he curates a weekly roundup of articles on project management, and he has authored or contributed to several books on project management.

2 thoughts on “Marketing Requires More Than Relentless Self-Promotion

  1. Dave, I think you make VERY valid points. This is my take on appreciation vs. depreciation of the PMP. From my perspective, I do believe the value has been diluted by allowing people who are not qualified PMs to game the system. Counter that, I believe hiring managers think the value has increased. It takes so much less skill to locate “PMP” in a resume than it does to find a good culture fit or find out if the applicant is a good leader or has any soft skills.

    I’m no fool. I’ve leveraged the credential to get work. The customers perceived that it had value. But after that, it was up to me.

  2. Q: What do you call the guy who graduates from medical school at the bottom of his class?

    A: Doctor.

    I agree that there are a lot of folks with the PMP credential who can’t manage even a simple project without making a mess; I know several of them. That said, as a hiring manager facing two hundred resumes on a Monday morning, I’m going to apply a few filters. Now, the best PM in the pile might simply have no credential, no degree, and a poorly written resume, but the odds are against it. The best PM wasn’t born that way, and didn’t learn it from independent study.

    So I’m going to concentrate on the ones with at least a bachelor’s degree, the PMP credential, and adequate writing skills, as evidenced by the documents that they used to make their first impression. Because even out here in the Mojave, I’m going to have a lot of them to choose from, and I really don’t want to have to call all two hundred of them. But once I get them on the phone, like you said: it’s up to them.

Comments are closed.