A colleague of mine, who is an architect in Los Angeles, recently shared with me an observation that one of his clients had made regarding his experience in working with engineers. “With engineers, either you get a good engineer who doesn’t know how to manage projects, or you get a good project manager who is a lousy engineer.”

No matter how effective we are in building great companies, implementing efficient systems, and marketing our services, this business is still about people. Having worked for large national firms, I can tell you that clients don’t really care how many years your company has been in business, how many employees the company has, how many awards the company has won, and whether or not your company gives to charity. These things are all fine and good, but when it comes down to where the rubber meets the road, the only thing the client really cares about is how their project will be handled and by whom.

It is no secret that the universe of engineering consulting revolves around project managers and a good project manager is skilled at a lot of things: business development, contract negotiation, budgeting, scheduling, leadership, management, communication, collections,and conflict resolution to name a few. In addition, these superstars need to understand the technical aspects of the profession and be well-versed in the lingo of our trade. Mediocre project managers abound. Good ones are rare and worth their weight in gold. Unfortunately, this has lead many firms to promote individuals into project management positions who have no business being there.

Is it any wonder then that the common perception that clients have of engineers is that we only come in two varieties? Finding the right balance of technical, business, and social skills is something we should all strive for. But, let’s face it, we’re not all wired the same way. There are incredibly smart designers out there who will never feel completely comfortable giving client presentations. Likewise, there are great communicators who have no interest in picking up a calculator. These individuals should not be running projects.

As you try to find your way in this highly competitive marketplace,start by considering what is really important to your customer. Better yet, ask them. Chances are you’ll discover that they have, at one time or another, been the victim of an ill-suited project manager. Therein lies your opportunity to distinguish yourself as the perfect blend of manager and technician. Dazzle them with your charisma and leadership, but bring along your calculator just in case.