Not all project managers are project managers
Project managers often occupy one of the most critical roles in any initiative. They are the link between strategy, execution and results. But let's be honest: not all project managers are equal.
Too often, the title “project manager” is awarded as a reward for loyalty, seniority or simply because someone “deserved it.” What is initially supposed to be a responsibility-heavy role is reduced to a job name -- without necessarily reflecting the skills required.
The reality behind “deserving” project managers
Let's be a little provocative: How many times have you met a project manager who got the role, not because he was particularly skilled -- but because it was “about time”? Maybe they had the right certification, or were vacant when something needed to get going.
Project management is a craft. It must be learned, practiced, faulted and constantly improved. Education and certifications can be helpful -- but they don't replace experience, self-insight and the ability to navigate real-world challenges.
Why Customers Often Struggle to Find the Right Project Manager
The Invisible Skills: The best project managers are proactive, see more steps forward, and can manage risk before it materializes. But these skills are difficult to identify in an interview.
Projects are not the same: One project requires structure and control, another agility and flexibility. The right project manager for one may be wrong for the other.
Overfocus on paper qualifications: Certificates and diplomas demonstrate theory — not necessarily the capacity to lead people, solve real problems and drive progress.
Characteristics of a really good project manager
✅ Adaptability rather than rigidity. They know when to hold on, and when to adjust. Ask how they've turned a project around -- and retained confidence along the way.
✅ Documented results — not just titles. The best can flesh out what they have delivered. On time, on budget, and with real value.
✅ Proper communication style. They screen the team, report honestly and clearly, and create fluidity between levels.
✅ Emotional intelligence. They know how to build trust, resolve conflicts and elevate the team when needed.
✅ Courage to lead. They're not just coordinators -- they make decisions, make demands, and stand firm when it storms.
Questions You Should Ask a Project Manager
Do you want to know if the project manager actually has what it takes? Ask questions that reveal attitude, experience and reflection:
Leadership and decision making. How do you make decisions when important information is missing? How do you motivate the team in adversity?
Planning and Prioritization. How do you deal with scarce resources? How do you balance short-term gains against long-term goals?
Stakeholder Management. How do you deal with unrealistic expectations? How do you build trust and communicate with different levels?
Risk management and problem solving. How do you deal with unexpected changes in your project goals? Can you give an example of a risk that occurred -- and how you resolved it?
Team Management. How do you lead hybrid or remote teams? How do you deal with discord in the team?
Flexibility. Have you managed projects in unknown industry? How did you progress?
Reflection and learning. What have you learned from your mistakes? How do you stay academically up to date?
A Call for Project Managers: Earn the Title
To you who bear the title of “project manager”: You have chosen a role that requires more than systems understanding and good meetings. It requires courage, adaptability and deep insight into people and processes. Do not rest on certificates or past success. You have to earn the title -- every day.
True project management is about navigating the unpredictable, asking the hard questions, and leading the team toward goals that might change along the way. It takes more than a checklist -- it requires character.
Do you want to work with project managers who actually deliver?
Don't look for perfect resumes. Look for awareness, experience, and ability to lead through complexity.
And to everyone who bears the title: It's not about you -- it's about what you make your team achieve.
Mer om
Strategic Business Development
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