“Why” in management
— Did I ask you to make this report?
— Yes…
— Did you do it?
— No.
— Why?
Stop..
Why put this question to a subordinate at all? Do you really want to know why the report hasn’t been done? Even if you genuinely are interested in the true reasons the report is missing, how will that help get it written, or help make sure the report is ready on time next time? What looks even funnier from the outside is when the manager works himself up and starts fuming: “No, I’m asking you, why didn’t you do this report?”
Although it’s clear to everyone that this is just a banal social game, do you really believe that an employee will sincerely say, “Sorry, I forgot the report”? In reality, the employee will rationalize their actions and come up with a dozen excuses that will “satisfy” the manager. The worst part is that the employee will remember that instead of doing the report, they can just make up excuses. The boss really enjoys listening to them.
Whereas in reality the person who is motivated and does have real reasons for the report not being there will warn you about it in advance. Otherwise every reason given for the missing answer is invented. You cannot, say, count on the logic of an excuse like “I did not have enough incoming information” or “I did not have the time.” There is a task, there is a deadline, and it has to be done. If you are not going to make the deadline, report it in advance so that people can (not) count on you and can take decisions in line with the updated circumstances. You will say that subordinates are afraid to tell you such things and put bad news off to the very last, hoping it will somehow blow over? Your fault. And yours alone. Which means it is the manager who should be correcting himself rather than hauling his subordinates over the coals. Setting a task properly, after all, comes down to a few simple steps:
- Give a task, or better yet, “sell” the task by making the performer say themselves that this is what needs to be done.
- Ask the performer when it can be completed.
- Ask again if they will make it in time.
- Set a deadline for this date.
- At the time points 0.3 and 0.7 of the deadline, check in and ask how things are going and if any help is needed.
And if we have a specific situation right now where someone wants to explode with “Why.” Of course, it’s not a good idea to shout with saliva flying, “Be quiet, I’m asking you!” or “I don’t care why this wasn’t done!” It’s better to approach the conversation in a way that is gentle, without mockery, not “across the table,” but sitting at a corner of a negotiation table, with a pencil in hand to explain things:
— Tell me, Sergey, how would having this report help me?
— Blah-blah (here and below, if a person is slow to respond — explain with visualization)
— Do you see your interest in his training? Why do you need it?
— Blah-blah
— What does the company need him for?
— Blah-blah
— How do you see your own interest in the company’s success?
-Bla-bla
“Will you be able to prepare the report on time next time?”
— Blah-blah
— Oh, when will you be able to finish this report (if you still need it)?
— Blah-blah
(At this point, the subordinate will start making excuses or providing real reasons.)
“I kindly ask you to inform me in advance about any issues that arise during the preparation of the report next time. This is better for you, for me, and for the company. We need to trust each other and rely on one another. There should be no weak links in the chain.”
The last phrase, said in a friendly, calm manner with a smile—not as a threat, but as an explanation—will be the strongest of all possible “cold showers” that an employee can receive. Therefore, use it after the second mistake if a calm explanation didn’t help after the first one.
— Alright, let’s consider the matter settled. I’m expecting your report by ____. Please make sure to prepare the next report on time. You have all the resources for that, right?
P.S. Take a look at how SS Standartenführer Hans Landa behaves in Quentin Tarantino’s film “Inglourious Basterds.”