Project Managers rarely admit when things are going wrong — not because they’re careless, but because they’re scared. They often overlook early signs of trouble, masking project constraints and looming risks with optimism. Many project managers act as if everything is under control, even discouraging open discussion about the project’s reality for fear of exposing uncomfortable truths.
They aren’t deceitful — they’re human. The real issue lies in how we equate a project’s success or failure with a Project Manager’s competence. When a project falters, it’s their reputation on the line. They know they’re only as good as their last delivery, so some stay silent, move on, and leave behind a struggling project for someone else to inherit.
It’s time to stop equating a project’s fate with a Project Manager’s worth. Even the most capable leaders can face failing projects — often due to poor leadership alignment, organisational politics, or external forces beyond their control.
As Project Sponsors, our role is to build an environment where truth is rewarded, not punished. Project Managers should feel safe to share risks openly, highlight what’s not working, and clearly state what support they need from leadership.
Because in the end, accountability for success still rests with us — the Sponsors. It’s our project. And the Project Manager’s honesty is the most valuable asset we have to make it succeed.
