“People Pleasing Leadership”- is not effective always

He was just one week old on the project, and everybody started liking him. He was always smiling and brought a smile to everyone’s face. The Client was happy, too. Their asks and demands were getting approved with the least resistance. He was our new Leader on the project and was brought to spearhead the Team to deliver that IT project. In the beginning, everything looked great. He would bring positivity, and the Client felt that their concerns were heard.

Yeah, you read it, write. This IT project started two years ago and has yet to be completed. One of the prime reasons was the never-ending Change Requests (CR). The scope of the projects was expanding continuously. A CR is nothing but a deviation from an agreed requirement. Some CRs are always expected in a project. However, something must be fixed when the number of changes starts increasing and surpassing the original blueprint design. It is critical to correctly estimate and understand the business requirements before the project starts. It helps to reduce and keep the CRs in control. However, this project was different. The initial scoping was not accurate, and moreover, the Client was smart enough to bring new requirements during the development phase and called them “missed requirements.” Things needed to be progressing in the right direction. That charm of the delivery lead started fading…