I’m seeing a recurring leadership risk inside A/E/C firms right now.

Strong project managers get promoted; their technical performance is consistent, but something quietly breaks down in high-stakes conversations with clients, principals, or internal teams. 🚩

The risks are higher, and expectations shift from expertise to influence—subtle but critical.

Leaders sense it early.

The hesitation, the over-explaining, and the missed cues are warning signs. 

These moments erode trust and can affect a leader’s credibility—even when intentions are good.😮

The challenge isn’t confidence or personality.

➡️The real issue is conversational judgment. It’s a skill that’s rarely measured until it’s already had an impact on results. 

Typically, it's a negative impact that results in frustration and lost bids.

🔷This month, I’m opening a small number of private Leadership Conversation Audits for firm leaders who want clarity around a specific emerging or newly promoted leader—and what to correct, coach, or recalibr...

I’m seeing a recurring leadership risk inside A/E/C firms right now.

Strong project managers get promoted; their technical performance is consistent, but something quietly breaks down in high-stakes conversations with clients, principals, or internal teams. 🚩

The risks are higher, and expectations shift from expertise to influence—subtle but critical.

Leaders sense it early.

The hesitation, the over-explaining, and the missed cues are warning signs. 

These moments erode trust and can affect a leader’s credibility—even when intentions are good.😮

The challenge isn’t confidence or personality.

➡️The real issue is conversational judgment. It’s a skill that’s rarely measured until it’s already had an impact on results. 

Typically, it's a negative impact that results in frustration and lost bids.

🔷This month, I’m opening a small number of private Leadership Conversation Audits for firm leaders who want clarity around a specific emerging or newly promoted leader—and what to correct, coach, or recalibr...

Executives often feel trapped in meetings because the organization hasn’t built processes that allow decisions to happen without them. 

Meeting fatigue is a real thing for staff at all levels.😮

Common symptoms:

Meetings that exist only to clarify what should already be clear.

Does this sound familiar? 

➡️Leaders are being asked to approve routine decisions.

➡️Teams are waiting for direction instead of moving forward.

➡️Endless status updates instead of real problem‑solving lead to a lack of productivty.

Meetings aren’t the issue.

Missing systems are.

Many A/E/C firms point to recruiting as their main challenge.

But is that truly the core issue?

Here's the real issue: Retention suffers because expectations are unclear and development is fragmented. That’s what’s draining your talent.

The signals become obvious once you look more closely:

🚩New hires struggle to ramp up.

🚩Mid‑level staff feel stuck.

🚩Managers spend more time correcting than coaching.

My nephew and niece, 26 and 32, both started new jobs recently in completely different fields. 

Each prefers to work independently. Both are very smart. 

Each told me they've asked for help finding project info. 

Each said their boss barked, "Find it yourself." 

More than once.

This isn't leadership or coaching. 

It isn't a culture that welcomes smart people.

This isn't about coddling younger staff; it's about coaching and knowledge transfer.

People leave jobs for clarity—a clear path, clear coaching, clear expectations—not just for higher pay.

People don’t quit hard work.

Most industry leaders I speak with aren’t worried about strategy.

Instead, their main concern is execution through people.

✅They know the plan.

✅They know the numbers.

✅They know the market.

Here's the truth about what keeps them up at night:

“Can my leaders actually move the ball forward without me in the room?”

Communication gaps don’t show up as “communication problems.”

Instead, they appear as rework, missed signals, slow decision-making, and shaky client trust.

Addressing these hidden challenges is the real leadership issue in 2026. 

It's not solved by another process or framework.

It’s solved by elevating conversations within the firm.