Crippling Habit 3:
Rationalizing Inferior Performance
Whenever you hear “they,” as in, “If only they would do their jobs,” and “I work hard, why are they complaining?” instead of “I” in a conversation about meeting goals, you can bet someone is rationalizing by creating a defense mechanism that justifies inferior performance.
When people in a company aren’t meeting their goals, but they take ownership by communicating what they require to succeed, how much it will cost, and who needs to help them, that’s an example of an organization committed to results. Leaders capable of changing the focus from excuses and rationalization to re- moving the roadblocks that inhibit great performance should be held out as role models.
When the most productive leaders hear someone rationalizing inferior performance, they switch the conversation from negative to positive. Instead of asking why an individual hasn’t met a goal, ask what he’s doing to get there. Does he need help? What stands in the way? During these conversations, make certain ownership and accountability are maintained while you focus on actions required to achieve the desired outcome.
Join us next week when Bob discusses Crippling Habit 4: Planning in Lieu of Action
Bob Prosen is president and CEO of The Prosen Center for Business Advancement®, where he teaches business leaders how to rapidly increase performance and profits. He is listed in The International Who’s Who of Entrepreneurs. Visit his website at www.bobprosen.com.
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