Ever deliver something for someone, knowing full well it wasn’t on time, or on budget, or maybe not quite what they were expecting? What did you tell them was the reason for not fulfilling your promise? At some point, you made a choice to fail. In most cases, all you could offer is an excuse. Maybe you dressed it up as an ‘explanation’ or tacked on a list of extenuating circumstances. Still an excuse. Lipstick on a pig and all that.
Reality? A Moment of truth - and you didn’t deliver.
That’s All I Can Do
…means, “that’s all I want to do, given my other priorities.” The easy way out is to say no. Fall back on process, policy, protocol. Then nothing has to change. And nothing will change.
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In response to projects, many organizations figure out the resources
they’ve got and then work hard to do something good enough.
On time, within budget. Meeting spec, after all, is your job.
You end up, if you’re talented, with something good enough.
Is that enough? Is good enough enough to win? To change the game?
To reinvent your organization and your career?
In a crowded market, when all the competition is good enough, not much happens.
(from Seth Godin here)
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What More Do You Want Me To Do?
…means, “you win, try to guilt me into doing more than I care to.” This is the defensive next step from “that’s all I can do.” Why would someone ask this question if they know they didn’t deliver on their promise? Again, they chose to give you less priority than they promised. Thanks.
The $10,000 Question
A college basketball coach was working with his star point guard on free throws. The player was averaging 50% the past two seasons. Really subpar. The coach asked why the player couldn’t get his percentage up above 80%. After all, the team needed his best efforts. The player argued that he was doing all he could. His ‘best’. The coach offered him $10,000 if he could get his free throw percentage above 80% for the season. The player stayed late after practice, worked on his shooting form each weekend, and did visualization exercises each morning for almost an hour. His free throw percentage was 83% that season. The player asked the coach about the $10,000. Of course, the coach wouldn’t pay - college athletics doesn’t allow for this. He pointed out to the player that the problem wasn’t one of skill, time, talent, or knowledge. Just motivation.
So, what’s your excuse for not doing the right thing, not giving world class effort to your organization, clients, managers, colleagues?
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This No Excuse theme plays out in “talent management” from Steve Roesler and in “giving your best effort” from Seth Godin.
Joe Raasch :: Apr.02.2008 ::
Change Management, Leadership, Life, Performance Management ::
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