Everyone was pushing for his dismissal. His client, the project sponsor, the implementing agency. All except for me. I’ve dragged on the file for four months, for as long as I could, given the pressure from all sides.

A letter from the client to the project sponsor put an end to his contract. We settled for a mutually agreed termination of the contract and a bit of extra paid days.

In the three weeks that followed from his resignation letter, he displayed the model of best professional behaviour. He was cooperating in his hand-over to a remarkable extent. I tried my best to respond to all his e-mails (up to seven a day some days), his telephone calls. I knew it was important to him. To talk to and to listen to him.

There was no blame. Just a set of circumstances.

A farewell coffee, a farewell note, cc-ed to entire team and a recommendation letter. A warm shake of hands and an eye contact to last throughout years. The least I could have done.

I often missed his honesty, integrity, eloquent communication style and a sense of humour to envy. Rare qualities these days.

My takeaway lesson from this is simple: As project managers, we need to look beyond strict client-consultant relations and understand the numerous complexities involved. Thanks to this mindfulness, I would like to believe, he was fully supportive of all management interventions that were required.

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his last e-mail to me                                                                                                                                   10 June 20xx

I hesitate to say, “You’re an absolute darling”, for obvious reasons … but you are.

Thanks,
S

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