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Ask Sanyin: Why Is It So Hard to Pull the Plug on a Project?
When it’s time to kill an ongoing initiative, here’s how to ensure the project team feels valued.
Listen to “Ask Sanyin: Why Is It So Hard to Pull the Plug on a Project?” (3:57)
We’re finding it difficult to wind down projects that no longer serve our priorities. Team members doing the work feel that we are giving up on something important. How do we lead through these changes and help people refocus their energy on what comes next?
Your team has devoted their time, attention, and energy to the success of a project. Ending that work abruptly may lead them to question whether they’ve failed, whether their work is still valued, and perhaps whether they will remain key contributors or be sidelined. So stopping a project isn’t just a matter of wrapping up tasks. Managers must also address the impact on morale. I suggest taking the following steps:
1. Reframe and explain. It’s important to communicate how the project served its purpose. The words leaders choose matter here. Instead of saying that a project “failed” or “wasn’t worth the time,” emphasize that every initiative has a life cycle, and be transparent about why this one is being wound down.
Highlight what was learned or gained: A cross-functional project may have strengthened ties across the company, for example. Connect the lessons and progress from the completed project to future priorities. By focusing on knowledge gained or relationships built, you help your team see that their commitment brought the company to where it is today.
