PM1: Can communicate clearly with immediate teams.

PM2: Tailors messages for cross-functional leaders.

PM3: Influences executives and frames conversations around strategic impact, not just delivery status.

PM1: Identifies who stakeholders are and shares updates.

PM2: Builds buy-in across teams and manages conflicting priorities.

PM3: Anticipates political dynamics, handles misalignment proactively, and keeps high-level stakeholders text goes here

PM1: Focuses on executing defined deliverables.

PM2: Starts linking project goals with business objectives.

PM3: Thinks in bets, understands trade-offs, and ensures programs deliver long-term value.

PM1: Escalates when things block progress.

PM2: Builds informal networks to get things done across silos.

PM3: Shapes decisions and culture even when not the formal leader.

PM1: Tries to avoid conflict or defers to managers.

PM2: Can surface tensions constructively and facilitate resolution.

PM3: Resolves systemic or high-stakes conflicts while maintaining strong relationships.

PM1: Aware of their own stress and team dynamics.

PM2: Manages emotions under pressure and responds thoughtfully to others.

PM3: Creates psychological safety, reads the room, and leads calmly through ambiguity and complexity.

PM1: Waits for clarity or direction before acting.

PM2: Can identify when to pivot, based on shifting needs.

PM3: Makes bold, high-quality decisions with incomplete data — and takes accountability for outcomes.

PM1: Seen as dependable and detail-oriented.

PM2: Seen as a confident coordinator and trusted voice.

PM3: Seen as a strategic leader — someone who can rally others, represent the team, and “own the room.”