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...