Leader's Challenge: How to Manage a Project Destined to Fail?

Inc. Magazine's ethics columnist Minda Zetlin addresses the difficult scenario of leading a team when a successful project outcome is not possible.

The situation involves an upper middle manager overseeing a team of approximately 70 employees. The company lacks the necessary internal resources to complete the project, and the client continuously moves the goalposts, making a resounding success unlikely. The project is ultimately expected to be incomplete or non-functional.

Zetlin emphasizes that the leader's primary role is to protect and support their direct reports in this no-win situation. Team members are working on a project destined to fail regardless of their efforts, which can negatively impact their reputations and future career prospects.

It is crucial for the leader to be completely honest with their team about the project's status. Employees should be informed of the challenges they face, but also assured that their best work will be recognized and rewarded. The leader should also promise to stand by them if blame is assigned for the failure. Zetlin also suggests redefining success by focusing on achievable components and celebrating those smaller wins.

Furthermore, Zetlin advises on the importance of "managing up." If senior leadership is unaware of the severity of the situation, it is time for a difficult conversation. The leader should explore whether the project can still be salvaged by acquiring necessary resources and present a request for these resources to upper management.