Every project manager or team leader has faced that awkward moment: a team member announces their departure, seemingly over the tiniest detail. At first, panic sets in—“What’s wrong with our project? Did we make a mistake?” But here’s a counterintuitive thought: sometimes, when people exit a project for dubious reasons, it’s not a problem but a potential cause for celebration. If your most “complicated” colleagues are slamming the door over minor issues, there’s a fair chance your project is racing full speed in the right direction.
“If nobody gets so riled up by your grand idea that they decide to quit, consider this: maybe your concept is too safe and unexciting,”
jokes a fellow entrepreneur I know.
From my own experience in project management, I’ve noticed a pattern: as soon as a project gains momentum, there will inevitably be individuals who find the new trajectory uncomfortable or threatening. Their response? Look for any reason—no matter how flimsy—to withdraw. The rest of us are often left with mixed emotions: we’re losing a person from the team, yet there’s an odd sense of relief. Let’s explore why people leaving over trivial (and not-so-trivial) reasons can be a solid indicator that you’re on the right path.
- When Departures Seem Scarier Than They Really Are
- Toxic Colleagues: The Door Is Open—Feel Free to Walk Through It
- The Eternally Unsatisfied Skeptics
- Burned Out Employees: Better to Let Them Go Than Force Them to Stay
- Absurd Reasons: Laugh to Keep From Crying
- You’re on the Right Path—Keep Going
- Final Thoughts: A Smile on Your Way Out
- Additional Note on MENA Region Dynamics
When Departures Seem Scarier Than They Really Are
Let’s start with a typical team reaction when someone leaves: panic, whispers in the hallway, anxious group chats. People assume:
- “Vasili left; something must be terribly wrong.”
- “Katya quit the project; maybe our new strategy is flawed.”
One or two departures can suddenly feel like a looming catastrophe. Everyone imagines the project is sinking, and soon the entire crew will jump ship.
However, let’s consider another angle. Why do these exits shake us so much? Often because we interpret any kind of loss as a sure sign of trouble. Yet in reality, a departure can say more about the individual than about the project. If someone announces, “I’m leaving because I hate the new color of the office walls,” maybe the walls aren’t the real issue at all.
Ironically, the most dramatic resignations sometimes turn out to be blessings in disguise. The team braces for impact—“We’ve lost such a ‘valuable’ member!”—but a week or two later, nothing dreadful happens. In fact, everything keeps moving along (or even improves). Suddenly, it hits you: “That reason for leaving was ridiculous…maybe this is for the best?”
Toxic Colleagues: The Door Is Open—Feel Free to Walk Through It
A healthy atmosphere is pure gold for any project. One toxic individual can turn weekly meetings into absurd theater, drowning constructive discussions with endless complaints. These folks excel at poisoning the environment with negativity—classic lines like, “We’re doomed! This project is worthless!” And then, one day, they decide to quit. Their official reason might be laughably trivial, like frustration over your new coding standards. Perhaps, in their own words, “Your code style rules are stifling my creative freedom.”
In one of my teams, we had exactly this type of person—let’s call him Sergey. A brilliant developer when he wanted to be, but usually more interested in arguing than producing. He shot down every decision:
- “Why adopt a new framework? We survived 10 years without it.”
- “Why should I write tests? That’s tedious.”
Finally, we agreed on a uniform code style, and Sergey declared it an assault on his “artistic liberty.” His epic formal reason for quitting was “a fundamental disagreement with the project’s ideology.” Put simply, he was furious he couldn’t name variables however he pleased or insert jokes into production code.
What happened after his departure? Did the sky fall? Did the project stall? Absolutely not. In fact, productivity soared. The rest of the developers quietly exhaled: discussions became shorter, the heated chat debates vanished, and everyone focused on their tasks. The client started receiving updates on time. We’d lost a “strong” specialist but removed a ball and chain that had been dragging the team down.
Paradoxically, toxic employees often remove themselves the moment a project’s direction is made clear. They leave, convinced we’ve lost a “valuable contributor.” Well, good luck to them—may they find a place better suited to their perpetual negativity. The organization will survive without this constant source of drama.
The Eternally Unsatisfied Skeptics
Another special category: the perpetual doubters. By default, they’re the devil’s advocates—where others say “yes,” they say “no, because…” Initially, their critical eye might be useful, but over time, this constant negativity starts to drag you down. As your project moves forward, these skeptics become uneasy. They’re at home when things are stuck—because then their pessimism is justified. But when deadlines are met, risks are managed, and success is on the horizon, the skeptic feels irrelevant. Their move? Make a polite exit, depriving you of their “constructive” critiques.
I recall a tester—let’s call her Marina. She was smart, detail-oriented, but could see doom in every scenario. New release? “Customers will definitely find a million bugs and abandon us.” Proposing fresh features? “Users won’t appreciate it. We’re wasting our time.” Essentially, a cold shower on tap. When our product finally gained traction and racked up positive feedback, Marina announced her departure. Why? “I have a bad feeling it’s all going to collapse, and I don’t want to be part of that failure.” A mind-boggling logic—things are improving, and that’s exactly why she’s leaving.
After Marina left, an interesting shift occurred: the team’s anxiety dropped by about 80%. Suddenly, morning stand-ups didn’t revolve around gloom-and-doom predictions. People became more enthusiastic about brainstorming; nobody was there to dismiss every idea in seconds. We initially worried we’d miss her expertise—what if we overlooked serious bugs without her? But other testers stepped up just fine. Meanwhile, our discussions no longer felt like group therapy for anxiety.
Key takeaway: If your team genuinely believes in the mission, losing a few doubters won’t derail you. More often, it brings everyone closer together. Like a ship at sea, your project can weather a storm if the crew is united and trusts the captain. Those who abandon ship at the first sign of a wave probably weren’t ready for a long voyage anyway.
Burned Out Employees: Better to Let Them Go Than Force Them to Stay
Not everyone who quits is a troublemaker or chronic critic. Some are simply burned out. They may be skilled and pleasant but have lost the spark for the work. Sometimes they cling to minor excuses—“no free gym membership,” “the project no longer inspires me”—rather than admit, “I’m just tired and need a change.”
Honestly, if someone is fatigued, the best thing might be stepping away for a break or a fresh challenge. Forcing them to stay can be worse, as they might become a slow-moving brake on progress. I remember a gifted designer named Anton. He produced fantastic mockups but, over the last year, had clearly lost motivation. No friction or drama—just a lack of genuine interest. Eventually, Anton announced he was leaving for “new creative opportunities,” though we all knew he was simply burned out.
We felt sad—Anton was both a friend and a talented professional. But, frankly, it was also a relief. Within weeks, we brought on a new designer, brimming with energy. Tasks that had been stalled for months suddenly got done. When Anton stopped by later, he mentioned feeling inspired again in his new environment. Everyone was happier. It was a win-win: the project gained fresh momentum, and Anton rediscovered his passion elsewhere.
Absurd Reasons: Laugh to Keep From Crying
Let’s be honest: very few people will look you in the eye and say “I’m quitting because I’m bored” or “I just don’t want to be here anymore.” It’s usually easier to blame some odd detail—less face-threatening that way. The result? You might hear some downright ridiculous excuses. Here are a few (nearly verbatim) examples I’ve encountered or heard from colleagues:
- “They promised to review my salary in one year, but it’s only been three months and I didn’t get a raise—so I’m leaving.”
- “This project started using SCRUM, and I’m a Waterfall person at heart. I can’t work in sprints.”
- “They switched my favorite coffee beans in the office machine. That was the last straw.”
- “The team doesn’t discuss each of my ideas in brainstorming sessions anymore. Clearly, my opinion isn’t valued here.”
- “They banned emojis in work emails. Such a ruthless corporate culture doesn’t align with my principles.”
- “I asked for a high-end laptop, and they gave me a used one during my probation period. That’s disrespectful to my talent!”
Funny? Yes, but some people genuinely offer these explanations. Typically, these “reasons” mask deeper issues—animosity, misalignment, or simply a desire for something new. For us, though, the key insight is that if a rationale sounds absurd, the person isn’t leaving due to a life-or-death project flaw. They’re leaving because they personally can’t (or won’t) adapt. In other words, the project is probably doing just fine!
You’re on the Right Path—Keep Going
Here’s the ironic truth: as a project grows stronger, those who aren’t ready to move forward may peel off, like old skin. The “misfits” identify themselves. If your initiatives are bold (or at least courageous) enough to shake off chronic complainers, you’re likely advancing with purpose and not wasting energy on never-ending naysayers. The project is taking flight, and those suffering from a fear of heights are more comfortable stepping off before it really soars.
“Better a small but united squad than a large crew weighed down by naysayers.”
When individuals who don’t share the vision leave, the team refines and unites. Those who remain are energized by the mission, and collaboration becomes more constructive. Each departure can feel like a storm that ultimately refreshes the air.
Don’t get me wrong: not every person who leaves is a misfit. Sometimes, you genuinely lose top-notch talent, and that can hurt. But if someone quits over an issue most teammates would shrug off, the real problem was with them. And for the project, that can be a net positive.
I once worked on a project that radically changed its strategy after the pilot phase—yes, a risky pivot. Two team members quit almost immediately. One bluntly said he didn’t “believe” in the new direction (though we had barely begun to explore it). Another cited dissatisfaction with the new reporting structure. Tension rose: “Have we made the wrong call?” But we pressed on, standing by our plan—and a few months later, the project took off. Both former colleagues later admitted they might have left too hastily and missed out on a major opportunity.
Final Thoughts: A Smile on Your Way Out
Here’s a closing piece of advice. Next time someone abruptly quits your project, citing an absurd reason, don’t panic. Politely thank them for their contribution and—internally—breathe a sigh of relief. You may have just shed a bit of dead weight that was quietly dragging you down. Your team could very well awaken the next morning feeling more aligned, motivated, and ready to conquer challenges—minus the individual who was holding you back.
Recall our opening assertion: if people quit because of trivial complaints, you’re probably on the right path. The project is alive, evolving, and entering a new phase—so much so that someone finds it uncomfortable. You can’t please everyone, nor should you.
Keep doing what you’re doing. Value those who stay and believe in the collective mission. As for those who’ve left, wish them well. Let them find a place with office walls in the perfect shade, their preferred roast of coffee, and a project management methodology aligned with their horoscope. Meanwhile, you’ll stay on track, heading toward a bright future—without any extra baggage.
Additional Note on MENA Region Dynamics
In the Middle East and North Africa (MENA), project teams often face extra challenges like diverse cultural expectations, regulatory nuances, and higher sensitivity to hierarchical structures (ICC MENA Regional Office). When team members leave abruptly over minor disagreements—say, office protocols or resource allocation—these departures can mirror deeper cultural or professional misalignments rather than a fundamental flaw in the project’s vision. It’s not uncommon for senior leaders in the MENA region to view staff turnover as a crisis. However, frameworks like ISO 21500 (Guidance on project management) and PMI standards emphasize that a certain level of turnover can be healthy. It forces projects to refine their core objectives, preserve a cohesive culture, and maintain alignment among those genuinely committed. So, even in more traditional environments, the principle holds true: losing people for trivial reasons might mean you’re effectively progressing—continuing to sail toward success with the right crew on board.
