What it Says About Your Promotion Path When Your Project Keeps Failing
Stop Calling Yourself a Leader If You’re Just Reacting
Dear Future Leaders,
"We've done this so many times, it's a cakewalk."
These words from a engineering manager set the stage for one of the most spectacular project failures I've witnessed in years.
What followed was seven consecutive weekend failures, endless excuses, and a masterclass in how not to lead projects.
The Pattern of Failed Leadership
From September to March, the automation replacement project was consistently reported as 80% complete. When I asked what that was based on, the answer was revealing: "Just a guess."
No test cases. No progress tracking. No defect management.
The first weekend failure should have been a wake-up call. Instead, the project status remained green even after multiple failures.
When I questioned why the status wasn't reflecting reality, the defensiveness began. They gave very little time for testing. We continued to find new issues during testing. Previously, the other teams got 3 months, but they weren't getting the same time.
I posed the questions every leader should ask themselves: "If you've done this so many times, why are you not raising risks before implementation? Why does the project keep showing green when it's clearly not? What preparedness is your team doing to fix issues quickly? What have you learned from past efforts that you're applying here?"
The response revealed everything wrong with this approach to leadership.
The Excuse Factory
After our discussion, the manager sent this summary: "The takeaway is to communicate any transition from green to yellow to red as we progress."
He completely missed the point. This wasn't about status color communication. This was about anticipating risks and preventing failures instead of just reporting them.
The project failed four more times after that conversation.
The final failure came with this explanation: "Root cause: WCS configuration allowed all units available to be picked. It was not an issue during testing because of volume limitations."
This response perfectly captures the difference between engineering thinking and leadership thinking.
An engineer explains what went wrong after it happens. A leader anticipates what could go wrong and prevents it.
What Directors Actually Do
Directors don't get surprised by the same types of issues repeatedly. They learn from past implementations and apply those lessons. They identify risks early and communicate them honestly. They focus on delivery, quality, and strategic planning. They take accountability for outcomes, not just activities.
This goal is not being perfect. It's thinking ahead instead of just reacting.
The Performance Gap
The manager in this story was performing like a senior engineer with a fancy title. Getting stuck in technical details instead of managing strategic outcomes.
I don't need a leader who gets sucked into the weeds. I need someone focusing on delivery, quality, and looking ahead strategically.
Your Promotion Test
If you want to be promoted to leadership, you need to perform at that level before you get the title.
Ask yourself: Are you anticipating problems or just reacting to them? Are you communicating risks honestly or painting rosy pictures? Are you learning from past projects or repeating the same mistakes? Are you taking accountability or explaining why failures aren't your fault?
The gap between where you are and where you want to be isn't just about getting promoted. It's about earning it.
Want to get started right away? For a limited time, I'll review your approach to project leadership and show you exactly how to think like the director you want to become.
Simply reply with the word "LEADERSHIP" to get started.
Remember: You want a promotion? Then perform at that level, not just how you want to perform.
Until next time,