The football manager who after a disastrous run of results points out that with a relatively small squad, an exceptionally long list of injuries, including the top score, they have been forced to play inexperienced players from the youth team. Which is true but better to let a friendly journalist point it out in their column than repeatedly trot it out in the weekly press conference.
The reaction of most organisation to criticism of their performance is defensive, to point out the difficulties they face. The budget cuts, the shortage of talent, the recruitment problems, the historic legacy, increased competition, lack of investment by previous board, the hangover from Covid. Bad luck. Bad weather.
When is an excuse not an excuse but a legitimate management explanation?
A bad inspection report for a discrete service in a large organisation resulted in a detailed action plan with regular quarterly progress reports to the board. Despite the apparent lack of progress against key targets in the initial report the lead senior managers gave a reassuring message, the slow start was to be expected but they were confident that employees and managers understood what was expected and that year end targets would be met. This turned out to be a regular message in subsequent reports. Based on information received from managers the lead senior manager felt able to reassure the board that progress was being made, there were problems with staff shortages, delays in providing specialist training, and the enforced absence of a key individual due to a health condition. However the senior manager reassured the board that these issues had been addressed or were being actively resolved. Eighteen months after the initial inspection a follow up inspection revealed little or no real progress. The board sacked the senior manager, on the grounds of loss of trust and confidence. Because reasons become excuses when they are used to avoid responsibility.
Blair Mcpherson former director author and blogger www.blairmcpherson.co.uk
