A project manager is the servant leader for an ongoing project that has historically had unexpected problems. The main stakeholder is hesitant to proceed with remaining sprints even though there are no open issues or risk indicators. What should the project manager do?

The correct answer is to implement short cycles for inspection and provide feedback. This agile approach, common in servant leadership, directly addresses stakeholder hesitancy by providing frequent opportunities to review progress, demonstrate value, and build confidence. Short cycles (e.g., sprints) allow for early detection of issues, quick adjustments, and continuous validation, which can alleviate concerns about unexpected problems. Logging a new risk naming the stakeholder as a detractor is confrontational and unhelpful; the stakeholder is expressing a valid concern, not acting as a detractor. Increasing management reserves covers known-unknowns and is a financial control, not a solution for stakeholder hesitancy. Increasing contingency reserves covers unknown-unknowns and is also a financial control, not a direct way to build stakeholder confidence or address their concerns about proceeding.