Proficiency Check | When “Being Nice” Gets You a Project

I once took on a small project for a department that kept running into the same ticketing issue. Their associates repeatedly misunderstood a specific contract detail, leading to legal complications. For this department, this was a major problem. But in the grand scheme of the company? It barely registered. (Unusual for a legal issue, by the way.)

So why was I assigned to it?

When a needs analysis clearly shows that a problem isn’t a top priority, you might still find yourself on the project. Why?

Because sometimes, leadership isn’t just solving a business problem—they’re investing in you. Maybe they see it as a stretch opportunity. Maybe it lets you work with a tool you’ve been wanting to learn. Maybe they’re introducing you to a new side of the business. Or maybe—just maybe—your leader is banking some social capital with that department. They’re being nice.

When you land a project because “we’re being nice,” set yourself up for success by getting clarity on three key areas:

1. Time Commitment

Your manager likely won’t tell stakeholders this project is a favor, so don’t be surprised if they come in with grand ideas or conflicting expectations. Before diving in, ask: How much time has actually been allocated for this? Knowing this upfront helps you set boundaries and align expectations on scope and delivery.

2. Development & Tool Constraints

If a stakeholder requested your team because they loved a previous project, they may assume they’re getting something similar—without realizing the effort that went into it. Maybe they loved that sleek Storyline module, but you only have the bandwidth for a Rise build. Clarify early: What’s feasible within the given constraints? If necessary (and possible), find creative compromises, like incorporating Storyline blocks in a Rise course to balance expectations.

3. Level-Setting Language

You’ll likely be the one managing expectations, so align with your manager on messaging. How do they want you to frame the project’s scope? Where do you have room to negotiate? Where should you hold the line? Having clear guidance on these points makes conversations with stakeholders smoother—and keeps everyone on the same page.

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Regardless of whether the project is a stretch assignment for you or a favor for them, make sure each stakeholder feels like their project matters. Because for them, it does. And that’s what turns “being nice” into something meaningful.

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