Any autistic project managers here? If so, how do you cope?

Welcome. 

This is a thread with which I would be happy to assist you.  However, I believe it would be best approached in bite-sized topics - as most relevant to your area of technology and whether your organisation operates a technical management stream and a people management stream.  (Both streams require project and team management skills).

You can extend your development by e.g.:

- exercising topics of education (by increment),

- by associating yourself with a suitable mentor within your organisation,

- observing role models in your workplace (both during "normal" operation and "abnormal" operation),

- continuously honing your soft-skills, and

- studying relevant project / programme management frameworks.

In the meantime, I thought this page of articles might help you consider, short-list and prioritise topics of further study and development:

https://www.apm.org.uk/jobs-and-careers/career-path/what-does-a-project-manager-do/

There is a lot more to consider, building upon your strengths and then extending out into a new skill / experience area to develop your project management toolkit (preferably with the aid of a "safety net" via an in-house mentor).

I wouldn't encourage you to prejudge / label yourself too harshly with regard to "empathy".  A Team will also notice other approaches with the same destination in mind.

The clue / key involves stripping "empathy" back to a non-judgemental definition, pick it apart, and then find your own style of navigation to the destination or outcome (bringing Team Members with you along the journey).

Empathy: "The action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another."

You will note, with relief, that the "empathy" definition neither mentions "telepathy", nor "assumption".

You can can learn to engage with Team Members and build on that knowledge.  They will feel and notice that engagement.  The engagement must be sincere (not Machiavellian / manipulative) at the human level - in order to earn and establish: rapport, respect, loyalty, motivation and trust.

At the strategic project / programme / productivity / performance / outcomes / exception reporting levels ...there will, by operational necessity, be a measure of game plan and negotiation tactical planning and deployment.  (Not to be confused with the human level).

Sometimes the self-awareness of a skillset challenge makes people prone to veer towards embarrassment and self-deprecation.  That is the territory where imposter syndrome lurks ... waiting to curtail or trip up the unwary.  Instead, determine your list of topics to improve, work on them, but avoid the temptation to apologise for them.  Good managers around you ought to realise what you are attempting without requiring your advert!  (Forgive the not so good managers for their limitations, but don't suffer them).

Welcome. 

This is a thread with which I would be happy to assist you.  However, I believe it would be best approached in bite-sized topics - as most relevant to your area of technology and whether your organisation operates a technical management stream and a people management stream.  (Both streams require project and team management skills).

You can extend your development by e.g.:

- exercising topics of education (by increment),

- by associating yourself with a suitable mentor within your organisation,

- observing role models in your workplace (both during "normal" operation and "abnormal" operation),

- continuously honing your soft-skills, and

- studying relevant project / programme management frameworks.

In the meantime, I thought this page of articles might help you consider, short-list and prioritise topics of further study and development:

https://www.apm.org.uk/jobs-and-careers/career-path/what-does-a-project-manager-do/

There is a lot more to consider, building upon your strengths and then extending out into a new skill / experience area to develop your project management toolkit (preferably with the aid of a "safety net" via an in-house mentor).

I wouldn't encourage you to prejudge / label yourself too harshly with regard to "empathy".  A Team will also notice other approaches with the same destination in mind.

The clue / key involves stripping "empathy" back to a non-judgemental definition, pick it apart, and then find your own style of navigation to the destination or outcome (bringing Team Members with you along the journey).

Empathy: "The action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another."

You will note, with relief, that the "empathy" definition neither mentions "telepathy", nor "assumption".

You can can learn to engage with Team Members and build on that knowledge.  They will feel and notice that engagement.  The engagement must be sincere (not Machiavellian / manipulative) at the human level - in order to earn and establish: rapport, respect, loyalty, motivation and trust.

At the strategic project / programme / productivity / performance / outcomes / exception reporting levels ...there will, by operational necessity, be a measure of game plan and negotiation tactical planning and deployment.  (Not to be confused with the human level).

Sometimes the self-awareness of a skillset challenge makes people prone to veer towards embarrassment and self-deprecation.  That is the territory where imposter syndrome lurks ... waiting to curtail or trip up the unwary.  Instead, determine your list of topics to improve, work on them, but avoid the temptation to apologise for them.  Good managers around you ought to realise what you are attempting without requiring your advert!  (Forgive the not so good managers for their limitations, but don't suffer them).

Thank you for the advice, I truly appreciate it. I looked at the apm link and it was very useful too!